Selection of a developing organization was further constrained by the requirement that the project be completed in 11 months.
It is hard to understand why the project team made this choice, given that the previous attempt at CAD had resulted in failure, and that the previous failure was due to the "inability of the software supplier to understand the requirements of the system.
In fact, the system went live without load-testing and with at least 81 known software issues. Given the scope of the requirements, it would have been wiser to award the contract to a larger, more experienced, albeit more expensive, supplier. To make matters worse, computer training had been done 10 months before the system became operational.
The problem was compounded when people called back additional times because the ambulances they were expecting did not arrive. In order for Quality Assurance to be effective, it must be independent of the development organization and empowered to change deadlines when software does not meet quality standards.
With less than 6 months to finish the project, Systems Options began to miss deadlines. It began sending multiple units to some locations and no units to other locations.
LAS management decided to create a new one and proceeded to gather requirements without receiving input from ambulance crews or dispatchers [ 2 ]. Consequently, a new team was assembled to design and build a better system.
Several companies proposed modified deployment schedules in which some functionality would be delivered after the 11 month deadline and the rest a year later.