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7/21/2019 London Ambulance Service Failure
http://slidepdf.com/reader/full/london-ambulance-service-failure 1/5
MBA 508: Management Information Systems (Sec 01)
Case: 1
Submitted to
………………………
Submitted by
…………………
ID: …………….
Date…th February, 2014
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Introduction
The case of Computer-Aided Dispatch (Cad) System of London Ambulance Service failed
because of multiple reasons. The poor management practice, high technological complexities and
unfavorable operating environment involved in the implementation of the CAD system in LAS.
The Following factors facilitate Correspondence Failure:
This IS project does not meet its predefined objectives which should be fast,accurate automatic human-intensive process involved in the manual dispatchsystem.
The ambulance took over three hours to answer a call while the government’srecommended maximum was 17 minutes. Top management was less connectedwith the operations.
In other words, the expected benefit fails to materialize failure is linked with
senior management The senior management fails to conceive a realistic goal of the project. The project developed in a very short time. LAS management had received over the years little or no effective management
training. The small software house with no previous experience of similar systems, LAS
management were taking a high risk
The following factors facilitate Process Failures:
The estimating method used in allocating budget and time is not appropriate
Management’s lack of control on the project because of changing the scope of the project Project management throughout the development and implementation process was
inadequate and at times ambiguous. £1.1 million contract for the development ofthe CAD which was tight
Design flaws which delay development of the system The amount of incorrect vehicle information recorded by the system also
increased The was over ambitious and was developed and implemented against an
impossible timetable the timetable or the high risk was on the comprehensive systems The scope is too big to be completed in a reasonable budget and time The system was not fully tested to a satisfactory level of quality and resilience
before full implementation Need for close perfect information of vehicle locations and status the closet vehicle was not chosen for the dispatch Unreliability, slowness and operator interface problem with the system, including:
• Failure to identify all duplicated calls;• Lack of prioritisation of exception messages;
• Exception messages and awaiting attention queues scroll off top of screen.
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Communication problems among the CAD system The increase in calls on those days was largely as a result of unidentified
duplicate calls and call backs from the public in response to ambulance delays The system relied on a technical communications infrastructure that was
overloaded and unable to cope easily with the demands Inability of the CAD software to identify and allocate the nearest available
resource. the system practically did not follow any standard systems development
approach
The following factors facilitate Interaction Failure
This type of failure is concerned with the level of use and degrees of usersatisfaction.
Low staff morale and friction between LAS management and workforce’s staffmorale and friction between LAS management and workforce.
There was incomplete ownership of the system by the majority of LAS staff. Poor industrial relations.
System allocated nearest resource, regardless of originating station. Technical problems reduced confidence in the system for ambulance crews and
CAC staff. There was incomplete "ownership" of the system by the majority of its users.
The many problems identified with many of the system components over the preceding months had instilled an atmosphere of system distrust in which staffexpected the system to fail rather than willing it to succeed
Poor communications between staff and staff associations and senior LASmanagers have created an atmosphere of mistrust senior management failed toidentify or to recognize the significance of the many problems that wereultimately to cause it to fail.
Lessons learned
The main lessons learned from this case-study are shown below:
In a hurry nothing you can do the best No chance to avoid user and manager involvement of the project Focus on
repairing reputation of CAD within the service; Increasing sense of ‘ownership’ for all stakeholders; They still believe that a technological solution is required; Development process must allow fully for consultation, quality assurance,
testing, training; Management and staff must have total, demonstrable, confidence in thereliability of the system;
Any new system should be introduced step by step..
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Recommendations based on Success Factors of IS Projects:
User involvement
Without users support or acceptance no change of operational process can bedone successfully
Software and system design should be mindful of stakeholder values,satisfaction, and status.
One particularly important area is to avoid fully automating user decision-making and instead supporting the user to make better decisions.
The end-users should be involved in the systems investigation (stage 2),systems analysis (stage 3) and implementation (stage 6) stages of life cycle
User must be involved at all stages of the life cycle The objectives and scope must be communicated with staff (and users) The project is more likely to succeed if the management could offer full
explanations as to the need of monitoring the performance of employees
Continuous Top management Support
Without support from the top management, IS projects are unlikely to succeed Sources of continuous consultation/feedback are an important practice to
mitigate risk these include: up-front consultation; on-going drop-in sessions;user acceptance testing where users can delay go-live if unhappy
Stakeholder risks that are mitigated via coercion tend to dampen feedbackloops between stakeholders resulting in poor communication and ultimately a project that is not a good fit with its environment and thus a failure
it must have total ownership by management and staff, both within CAC andthe ambulance crews
Top management and staff must have total, demonstrable, confidence in thereliability of the system
LAS management gives serious thought to how to demonstrate itscommitment to, and appreciation of, its most valuable asset,
The reinstatement of recognized uniforms to all levels of operational andcontrol management, including, in appropriate circumstances, senior executivestaff
There is a need to implement an experienced and effective level ofmanagement, with delegated responsibility and authority for decision-making
It is important to deal with day to day operational issues on a divisional basiswithin the area
Clear Project Objectives and Scope
The objective should be to resolve all issues of divisional responsibility at thelowest possible level.
The scope should not be too big to be implemented within a reasonable budgetand schedule
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It must be developed and introduced in a timescale which, whilst recognizing
the need for earliest introduction, must allow fully for consultation, quality
assurance, testing, and training It must be fully reliable and resilient with fully tested The management should not lacks the control on the changing nature of
project scope It is thus important to establish clearly defined project objectives and scope
which are achievable within the allocated budget and time frame
Assigning Skilled Personnel
Assigning IS staff who have the right skill and attitude to work with end users a suitably qualified and experienced project manager be appointed
immediately to co- ordinate and control the implementation of the proposedfirst stage of CAD
Appropriate end-users should be selected who would identify the keyrequirements of the system
the LAS devote adequate resources to answering complaints in terms of permanent staff trained in the complaints procedures, backed by the necessaryadministrative support
Recruit suitable consultants who would offer their expertise which are notavailable
Conclusion
The London Ambulance Service as a very important example to learn before launch a successful
project. One can learn a lot of lessons, just by reviewing the opportunities for improvementwithin their own projects. All of those mistakes, failures, and misjudgments by multiple parties
that lead to the system failure.