Academic Master


Fire Control Project

Project Scope

Consequently, focusing on the Fire control project included a project that was accomplished by the local government and Department of Communities in England, established to rationalize fire coordination and the rescue service (Gole and Shinsky, 2013).

Includes: Design of another administration, suggestions on new computerization, a plausibility think about, and another voice reaction framework.

Excludes: Implementation of the new administration, usage of the achievability think about suggestions, Support of the new framework


However, England has 46 rescue and local fore authorities, each with access to a local control room that is used to handle emergency cases from a community and manage incidents. The Fire Control projects were, therefore, structured to help improve the various local arrangements by providing the purposes built to secure the networked faculties across England. Consequently, each rescue and fire authority would probably be used to back up others by accessing the same information and by being able to manage and deploy the resources on local, regional, and national levels. At the end of 2010, having spent £245 million, the department chose to cancel the Fire control project in a deal that it might not be delivered within the specified time frame for the extended budget (impact, 2017).


Most often, complex projects generally engage in a high rate of risk; they are part and parcel of substantial time and cost overruns, and most importantly, they are essential and may fail to provide guaranteed benefits. Therefore, failed ICT projects in both private and public sectors infrequently end in litigation and are seldom focused on the entire public examination. Even though there are valuable setoff insights concentrated on investigating the projects, the public sector suits these observations best. However, failed ICT project topics almost inevitably appear to approach the matter with a crucial element of scale and mirth-mongering. Thus, people hope to focus on the standard by which the most essential lessons are obviously learned from mistaken activities (Gole and Shinsky, 2013). Apparently, the investigations fail on public sector projects that deliver minimum opportunities to understand the experiences of others. To predict the pitfalls and traps and mindfully approach one’s own ICT project with added knowledge and even insight into the tasks ahead.

Indeed, when writing this study, I analyzed the publicly valuable reports in which the IT project failed.

Therefore, the projects are based on IT projects that varied in the introduction of a new public ticketing system. In no specific order or prevalence or significance, the various factors of failure include:

– Insufficient contract performance and administration monitoring.

– Project cost and complexity underestimation, which consequently tends to overlay optimistic milestones and expectations.

– Nonexistence or ill-constructed initial business cases.

– The unusual high-risk appetite mostly engages untested resolutions.

– Insufficient employees and expertise in both the vendor and the implementation solution and the purchaser regarding solution administration.

– Poor governance and project management structures.

– Deteriorating or even wholly considering a solution that is required by not involving the people required to use the solution.

– Poor contract projects, namely various fundamental inadequacies, suppleness of the customers, and even deprived discussed variations.


Of the various issues that have plagued the Fire Control project, the superior among them was the underestimation of the complexity of the solution design and some unrealistic estimation of the project cost. However, in order to accommodate the needs set for operation services on both fire and rescue services, the major components of the solution necessary was a significant modification. Indeed, the department had to delegate the response to the contractor rather than take ownership in developing the ICT system. Required to achieve the necessary standardization. The project cost estimation was simply lawed and assessed based on the unrealistic assumptions that were involved in omitting various cost meetings in both the local and regional implementation. And the installation equipment. The contract itself had an inflexible design in which the contract impeded resolution issues and the termination of the project at a very early stage. Ideally, the lack of the norm milestone undermined the department’s ability to take the vendor into account for each delivery for a resolution.

Nevertheless, this is one of the tragic cases that the committees have experienced over the many years. Ideally, FireControl was a virtual project with broad goals of improving national efficiency, resilience, and technology by substituting the controller room utilities for the 46 local fire and rescue services. The project being flowed in the outset that the department for societies and the local government had tried without adequate mandatory powers, to have a solitary power imposed, the nationwide approach however locally answerable fire and rescuer reluctant on the change form that they operated. However, despite being involved in the services to convince them of the project’s merits, the department set them aside from discussions on the design for the regional control centers.

Therefore, the proposed IT resolutions had even these discussions such that they would leave the native facilities with probable prolonged-term costs in the outstanding liabilities on which they had not made an agreement with the department; however, hurled the projects so quickly and determined by its wider objective so to make sure a better and enhanced national reaction to the disaster, e.g., the rail crashes, terror attack or even foods. The department also aimed to motivate the embedding of local administration in Britain. Although it performed poorly, it was deprived of utilizing the basic project approval confirmation and balances, hence making decisions before the business case and the procurement or project plan plans for advanced and tested within the Fire Services. The outcomes were, therefore, hugely unbelievable prediction cost, naïve over-optimism, cost and saving over the desirability of the ICT solution, and also under the mitigation and appreciation for the risks. The department hence delivered a week’s judgment by approving the project and, therefore, did not deliver suitable checks and even tests.

The basic structure of the scheme organization became vague as the project went on. Hence, the new fire control centers were structured and accomplished, while there was a substantial delay in awarding the IT contract, leaving aside the necessity of developing IT infrastructure. The consultants concluded that half of the organization’s team was managed. The projects hence consulted the governed arrangement with clarity lack or the responsibilities roles. There was a huge turnover for the senior managerial team, although none had to be held accountable concerning the failure. The committee, however, suggested that this is too unique a failure for the leadership. And none one of the persons has been apprehended to be answerable, and the disappointment and the excess assisted for the project.

However, the department had to reward the ICT contact the company without any straight skill in providing the substitute services, and it was highly dependent on the subcontractor by which the department couldn’t have viscosity or control. The contract was, therefore, poorly dosage and missing the prior milestones, which could have assisted the department in grasping the servicer’s unaccountability for the delay on the project. This was, therefore, prepared inferior as the department contacted weak to agreement supervision, and the disappointment also made sure that the character had to follow the contacted tactic.

Identification And Justification

As a result of the project cancellation, the unit reserved £84.8 million to achieve the original project’s objectives, efficiency, advanced pliability, and interoperability. These methods, therefore, rely on the charitable association for the discrete services and were of concern to the department that would not let people know to ensure that particular responsibility for a vent for a huge scale scenario or even the £84.8 million might deliver the worth of the cash. The response, therefore, is an event for significant incidents and a major concern that needs to be discussed in a national outline in recent years, and the objective is to review the progress on the due progression (society, 2015).


The FireControl project failed due to the following:

Inadequate interest from the managerial team

During the entire process, the management was somehow mixed up, and some individuals never understood the management in the right way. By this, the technical team takes over and makes the entire decision. These gave the technical team the freedom to make their own suggestions and objectives, which was somehow contradictory in comparison to the main objective of the project setup (News, 2011).

Improper planning

The technicians are the first people, which is why they had; I intended to jump up to things so things get started. Multiple explanations for this attitude were absent, and as a result, the improper and inadequate planning before the project led to its failure. The project was wasted without understanding the scope and the outcome. Due to the unclear targets and mismanagements, they acted haphazardly. These were heavily projected by poor performance, inefficient resource utilization, uneven workload for the team, incorrect estimation cost, inaccurate time estimation, inaccessibility of the response on the critical time, confusion regarding responsibility and roles, etc.

Technology selection

Most often, wise selection of the technology helps to prevent the project’s technical failure. However, in this, everything was not appropriate as the most opted was the trendy and management technology. This may lead to wrong interpretation due to the incompatibility of the programs to be used and the actual implementation of the project affair. Hence, the project fails due to the hindrance created by the various disagreements towards the primary objective.

Failure in managing scope creep

To deliver the derivable, there is an adequate need to maintain much focus. In this case, the department engaged in some contradictions, hence making everything tricky to understand and run the project smoothly. Therefore, it does not meet the requirements needed to fix the ICT in the required functionality efficiently (Society, 2015). Consequently, the project never ran on the agreed production Fire Control project, hence marking a significant failure. The ideas were just inadequately established, and the room for improvement was not even administered when discussing the completion of the project. The results profoundly marked the downfall of the Fire Control project on the mission to bring about convincing the respective stakeholders.

Poor communication

Communication plays a significant role in establishing a good network for all the receptive stakeholders. However, in the case of Fire Controller projects, the team members had inadequate and reliable communication. The head was supposed to be the key controller, ensuring that all the members of the team communicated effectively. However, some challenges were experienced hence, resulting in common mistakes that were never rectified efficiently, thus leading to a loss of motivation needed for the project. Lack of communication leads to sidelining of the junior resources, hence undermining the overall project.

Overly optimistic schedule of the project

The managerial team was highly spirited, hence high expectations. While on the ground, this was not the case. When it came to implementation, the task was just too hard for the juniors to follow the structured pathways for the Fire control center services and control. The project schedule, therefore, was massive in comparison to the time frame it was set, followed by immense pressure from the above to the team and hence loathed by the team member captured for implementation. The team members tried to put in more effort, but some technical challenges hindered the process.


The FiReControl project therefore needed; firstly, local expertise, by this, the Department should have looked for personals with adequate skills as required in the project. Recruitment and training would, therefore, be the greater objective made to enhance an extreme and training workers who are conveniently willing to earn for the support often organization. However, the availability and development of these skills would earn great opportunities for the project manager to deal with loyalty in return (News, 2011). Ideally, the small training and time investment could add both value and success just beyond the direct project itself.

Secondly, flexibility, ideally some preparations, was critical in the development of the project. Hence, the team was supposed to have stable patience, a good sense of humor, and even flexibility as the overall key to calming down the situations that lead to contradictions. By observing such aspects, the project would be successful and efficient in running The FiReControl project for the local government and Department of Communities in England.


impact, p. (2017). The FiReControl project in the UK – Centre for Public Impact. [online] Centre for Public Impact. Available at: [Accessed 13 Mar. 2018].

Gole, T. and Shinsky, G. (2013). Learning from failed ICT projects | Lexology. [online] Available at: [Accessed 13 Mar. 2018].

News, B. (2011). Failed 999 projects ‘wasted £469m’. [online] BBC News. Available at: [Accessed 13 Mar. 2018].

Society, c. (2015). The failure of the FiReControl project – National Audit Office (NAO). [online] National Audit Office. Available at: [Accessed 13 Mar. 2018].



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