4000 words paper
Mr.Q
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Post Module Assignment Programme & Project Strategy
Zhang Handan 1451005
I have read and understood the rules on cheating, plagiarism and appropriate
referencing as outlined in my handbook, and I declare that the work contained
in this assignment is my own, unless otherwise acknowledged.
No substantial part of the work submitted here has also been submitted by me
in other assessments for any other assessed course, and I acknowledge that if
this has been done an appropriate reduction in the mark I might otherwise have
received will be made.
Signed: Zhang Handan
(for on-line submission it is only necessary to type your name in this space)
MODULE TITLE: Programme and Project Strategy
MODULE CODE:ES94R-10 03PR
MODULE DATE: 17th – 21st November 2014
NAME: Zhang Handan
NUMBER: 1451005
Post Module Assignment Programme & Project Strategy
Zhang Handan 1451005 - 1 -
Title
Research on the UK ‘FiReControl’ Programme from the Aspect of Programme Strategy
PMA Question
Research and analyse the conduct of the UK ‘FiReControl’ programme:
Then:
Discuss the problems encountered consequent of errors in the programme or
project strategy and planning.
Suggest how utilisation of programme or project strategy best practice might have
improved the situation or even avoided the problems.
Executive Summary
This study describes the background of the UK ‘FiReControl’ programme, and
analyses the conduct of it with PESTEL analysis and KIVIAT diagram. On this basis,
this study discusses several problems encountered consequently of errors in the UK
‘FiReControl’ programme’s strategy and planning process----wrong definition of
programme, unsuccessful blueprint design, unclear business case, unsuccessful
communication with important stakeholders, poor leadership in the programme and low
capability of avoiding risks . In order to improve the situation or even avoid the
problems, this study uses the MSP to solve the problems, especially in the themes of
the business case, blueprint delivery & design, leadership & stakeholders engagement
and risk & issue management. At the end of this study, some suggestion about the UK
‘FiReControl’ programme will be gave out.
Author’s Declarations
I have read and understood the rules on cheating, plagiarism and appropriate
referencing as outlined in my handbook, and I declare that the work contained in this
assignment is my own, unless otherwise acknowledged.
No substantial part of the work submitted here has also been submitted by me in
other assessments for any other assessed course, and I acknowledge that if this has been
done an appropriate reduction in the mark I might otherwise have received will be made.
This study has 4010 words, which is the sum of the executive summary and the
main body.
Post Module Assignment Programme & Project Strategy
Zhang Handan 1451005
CONTENTS TITLE .................................................................................................................................................................. 1
PMA QUESTION ................................................................................................................................................. 1
EXECUTIVE SUMMARY ....................................................................................................................................... 1
AUTHOR’S DECLARATIONS ................................................................................................................................. 1
RESEARCH ON THE UK ‘FIRECONTROL’ PROGRAMME FROM THE ASPECT OF PROGRAMME STRATEGY ............... 1
1. INTRODUCTION .......................................................................................................................... 1
1.1. The background of the ‘FiReControl’ programme ........................................................ 1
1.2. Defining the ‘FiReControl’ as a programme ................................................................. 1
2. ANALYSIS OF THE UK ‘FIRECONTROL’ PROGRAMME........................................................................... 1
2.1. Analyse the ‘FiReControl’ programme by PESTLE analysis ........................................... 1
2.2. Analyse the ‘FiReControl’ programme by KIVIAT diagram ........................................... 2
3. THE PROBLEMS IN THE PROGRAMME STRATEGY AND PLANNING ............................................................ 3
3.1. Wrong definition of programme .................................................................................. 3
3.2. Unclear business case .................................................................................................. 3
3.3. Unsuccessful blueprint design ...................................................................................... 4
3.4. Unsuccessful communication with relevant stakeholders ............................................ 4
3.5. Weak leadership and unclear organisational structure ............................................... 4
3.6. Low capability of avoiding risks ................................................................................... 4
4. IMPROVE THE SITUATION AND EVEN AVOID THE PROBLEMS WITH MSP .................................................. 4
4.1. The business case ......................................................................................................... 5
4.2. Blueprint delivery and design ....................................................................................... 7
4.3. Leadership and stakeholders engagement .................................................................. 9
4.4. Risk and issue management....................................................................................... 10
5. CONCLUSION ........................................................................................................................... 12
REFERENCES ..................................................................................................................................................... 13
Post Module Assignment Programme & Project Strategy
Zhang Handan 1451005
LIST OF FIGURES
Figure 2-1 the KIVIAT Diagram of the ‘FiReControl’ Programme ...................... 3
Figure 4-1 the MSP framework and concepts ........................................................ 5
Figure 4-2 the B-O-O-P routes of the ‘FiReControl’ programme.......................... 7
Figure 4-3 the stakeholder map of ‘FiReControl’ programme .............................. 9
Figure 4-4 the stakeholder impacts of ‘FiReControl’ programme ....................... 10
Figure 4-5 circle of management ......................................................................... 11
Figure 4-6 ‘Bow Ties’ of UK ‘FiReControl’ Programme .................................... 12
Post Module Assignment Programme & Project Strategy
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Research on the UK ‘FiReControl’ Programme from
the Aspect of Programme Strategy
1.Introduction
1.1.The background of the ‘FiReControl’ programme
According to the report which is named as ‘The Failure of the FiReControl Project’
(National Audit Office, 2011), the UK ‘FiReControl’ Programme was commenced in
2004 by the Department for Communities and Local Government (the Department) and
was expected to finish before October 2009 within £120 million. This programme was
committed to making the Fire and Rescue Service more flexible, efficient and
technology-oriented by replacing 46 local control rooms into nine regional control
centres which were related by a national computer system. In 2007, the Department
employed European Air and Defence Systems (EADS) to complete the project of
national computer system. However, it suffered a number of delays and cost overrun
during its lifetime. In December 2010, the Department had to declare that the
‘FiReControl’ Programme was cancelled because it cannot be delivered in an
admissible schedule. At that time, the programme had already spent 245 million pounds,
and it might cost 635 million pounds to complete.
1.2.Defining the ‘FiReControl’ as a programme
Programme is a portfolio composed of multiple interrelated deliverables which will
occur with changes and bring benefits (PPS Module Notes, 2014). The UK
‘FiReControl’ programme had many projects, such as computer system projects, new
centres projects, new employees’ training projects and mobilising projects. Each of
them was independent but interrelated as well. Once, this programme completed, a
series of changes would be brought ---- organisation structure streamlined and higher
work efficiency. According to these points, the ‘FiReControl’ programme can be treated
as a programme.
2.Analysis of the UK ‘FiReControl’ programme
2.1.Analyse the ‘FiReControl’ programme by PESTLE analysis
PESTLE analysis is a useful tool for understanding organisation’s external macro
environment from the aspect of political, economic, social, technological, legal and
environmental. This study uses PESTLE analysis to analyse the ‘FiReControl’
programme is for recognising the feasibility of this programme in the view of
macroscopic.
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2.1.1.Political factor
This programme might bring convenience to the civilisations if the ‘FiReControl’
programme finished successfully, and then the reputation of government would be
better. Because of this the ruling party may get more votes in the United Kingdom
general election in 2005 and even in 2010. So from the aspect of the political factor, the
political environment should have a positive impact on this programme.
2.1.2.Economic factor
UK suffered an economic crisis from the year of 2008. In order to against it, the
government needs to pay more attention to infrastructure for driving economic
development and even stimulating consumption. So the economic environment
encourages the ‘FiReControl’ programme.
2.1.3.Social factor
With the development of society, people tend to use an intelligent system. There is
a massive demanded of intelligent system and terminal platform nowadays. The
‘FiReControl’ programme will deliver data terminals that will be installed on vehicles.
This data terminal project caters to the need of individuals, so the plan of this part
matches the social need.
2.1.4.Technological factor
The limited on technology may be a problem to the ‘FiReControl’ programme
because the demands of this national computer system are too much (Department for
Communities and Local Government, 2011). Firstly, the system needs to relate each
centre in order to support each other automatically when call pressure or failure occurs.
Secondly, it needs to ensure each centre can get the same information and can manage
resources on each level. Thirdly, this programme needs to deliver caller identification
location technology, satellite positioning equipment and mobile data terminals. All of
these requirements need high-level technical support.
2.1.5.Legal factor
As for the legal factor, UK is a nation of laws, so the programme operates under
the supervision of legislation. It can avoid the corruption and accepting bribes in the
programme.
2.1.6.Environmental factor
The site selection of new centres is all in an urban area. Many people work and live
there. While building the centres, the noise and dust pollution may cause the unsatisfied
of civilisations.
2.2.Analyse the ‘FiReControl’ programme by KIVIAT diagram
KIVIAT diagram shows changes before and after the programme in several aspects.
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This study explains the ‘FiReControl’ Programme with the factors of efficiency,
technology, people-oriented, resource utilisation, political necessity and reliability.
From the KIVIAT diagram, people can recognise what changes will be made by the
programme and ensure whether the changes are advantageous or not.
Figure 2-1 the KIVIAT Diagram of the ‘FiReControl’ Programme
From Figure 2-1, it is not hard to find that the changes brought by this programme
can improve the Fire and Rescue Service, especially in the aspect of technology. That
is to say the UK ‘FiReControl’ Programme can bring changes in benefits, so this
programme is feasible.
3.The problems in the programme strategy and planning
3.1.Wrong definition of programme
The most significant problem in the programme strategy and planning process may
be the wrong definition of this programme (Department for Communities and Local
Government, 2011; Hodge, 2011). As the study mentions and explains in section 1.2,
‘FiReControl’ is a programme, but the official report of Department for Communities
and Local Government called this programme ‘FiReControl Project’, which means the
project sponsor treated this programme as a project but not a programme. The other
implication of managing it as a project but not a programme is that a small number of
attentions were paid to different tasks, and the goal of the ‘FiReControl’ programme
was ignored when the programme operated.
3.2.Unclear business case
Two mainly problem of ‘FiReControl’ programme was budget overrun and delay,
and the programme was broke down at last, so the cost, risk and benefits were not in a
0
2
4
6
8
10 Efficiency
Technology
People-oriented
Resource Utilization
Political Necessity
Reliability
KIVIAT Diagram of the 'FiReControl' Programme
Current State
Expect State
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balanced situation (Hodge, 2011). In the ‘business case’ process, the plan and
constraints did not be clarified clearly, or the programme could not go so far away to
the vision, and nothing was done to prevent it get worse.
3.3.Unsuccessful blueprint design
As the report announced by the Department, their vision statement of this
programme is to help the government spend money in a smart way (Department for
Communities and Local Government, 2011). So the benefit that the Department want
to gain from this programme is ‘cost avoidance’. However, the projects it includes
needing a massive investment, such as establish an IT system, produce mobile data
terminals and built nine new control centre. Neither of these can save money for the
nation. Moreover, this programme did nothing to the old control rooms, which could be
rent or sold to earn money.
3.4.Unsuccessful communication with relevant stakeholders
Another issue in the ‘FiReControl’ programme is lack of communication with local
Fire and Rescue Authorities (FRA) and Fire and Rescue Services (FRS). Early in the
programme, the Department released several inconsistent messages about regionalism
information, so FRA and FRS did not trust this project and even defiant with it
(Department for Communities and Local Government, 2011). FRS was the primary user
of the new fire control system and organisation, while the Department did not try to
have a good relationship with it and did not communicate with it successfully.
3.5.Weak leadership and unclear organisational structure
In the duration of the ‘FiReControl’ programme, the Senior Responsible Owner
had been changed four times (Department for Communities and Local Government,
2011). It is a ridiculous phenomenon that consultants and temporary staff finished
nearly fifty percent of the programme without a monitor or assess department to follow
up their work. So when the senior executives managed the process of the programme,
administrative omission must occur.
3.6.Low capability of avoiding risks
Poor risk and issue management is another problem in the strategy and planning
process. This programme met delays many times and ran out of the budget quite early
in the programme (Department for Communities and Local Government, 2011). No
barriers were set in the planning of risk management, so when terrible issue happened,
no emergency preparedness could be used immediately to decrease the negative
influences.
4.Improve the situation and even avoid the problems with MSP
First of all, a conception that the UK ‘FiReControl’ programme was unsuccessful
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should be mentioned, because the budget of this programme was overrun, and it was
cancelled at last.
In order to improve the situation or even avoid the issues in the UK ‘FiReControl’
Programme, using Managing Successful Programmes (MSP) might be a good choice.
MSP is a project management framework developed by the UK Office of Government
Commerce (OGC), which is aimed to help organisations in all sectors identify business
opportunities, improve practices and achieve a successful transition.
Figure 4-1 the MSP framework and concepts (source: PPS Module Notes, 2014)
Figure 4-1 shows the structure and concepts of MSP. The seven items in outer ring
are programme management principles, the nine items in second ring are governance
themes, and the inner circle shows the transformational flow elements. This study will
choice some key points of governance themes, and improve the situation or even avoid
the problems from these aspects.
4.1.The business case
When people choose a programme under uncertainty, balancing cost, risk and
benefits and comparing alternatives are necessary. The UK ‘FiReControl’ programme
did not do any of these two obligatory step well. In a business case, project outline, plan
and constraints should be described, the success criteria needed to be set, and the
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deliverables and benefits needed to be clarified. Justifications like financial appraisal,
risk and opportunities and stakeholders and sponsorship are necessary to be understood
(PPS Module Notes, 2014).
The first part of the business case is description. First of all, the main projects of
this programme are cutting down the old control rooms and building new control
centres. Equipment and facilities are also needed to improve the new centres. Employee
recruitment and training are also quite important, because an efficient fire control
organisation is constituted by skilful individuals and tacit team. After the new centres
and efficient organisation establish the Department need to mobilise policies and
expedite procedures across all relevant organisations, such as FRA and FRS. Secondly,
the plan of each step should be arranged. Establishing the IT system needs to be the
first step of all the procedures, because this system is the core part of new fire control
centres. During this time, mobilising and expediting the relevant organisations could
not be ignored as well. After half of these have been done, the new centres should start
to be built. All these steps are arranged by considering the balance of cost, risk and
benefits under uncertainty. Thirdly, there are still some constraints in these projects that
are mentioned above, such as the time, budget technology limit and pressure from
public opinion.
Another part of the business case is project success. Success criteria should be set
at first. A conception of generic critical success factors (CSFs) should be mentioned
here. Vision of the programme, stakeholder expectations and needs, client requirements,
technical tasks, project mission, senior management support and internal and external
communication can cause success (Friesen and Johnson, 1995). In the UK ‘FiReControl’
programme, the vision of programme and stakeholder expectations and needs are the
most important. Only the vision and the stakeholder expectations and needs are
achieved, can people identified that this programme successful. The vision of this
programme is ‘cost avoidance’, which explains the benefits, and the stakeholder
expectations and needs are new fire control centres, which are the deliverables in this
programme.
The last part of the business case is justification of financial appraisal, risk and
opportunities and stakeholders and sponsorship. Because it is a non-profit organization,
and the vision of this programme is to help the government spend money more clever,
the financial appraisal in this programme should pay more attention on figuring out how
much money can be saved in a reasonable and predictable time, and judging whether it
worth to spend millions of pounds on it or not. As for the risks, barriers should be set,
and a monitor department is also needed, or the problems the UK ‘FiReControl’
programme had met could not be avoided. This part will be explained clearly in section
4.4.Risk and issue management. The last part is stakeholder and sponsorship. It is
important to know the identity these two roles. According to the report ‘The Failure of
the FiReControl Project’, the stakeholders are the Department, FRA, FRS, EADS, sub-
contractor and taxi companies and the sponsor is the Department (Department for
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Communities and Local Government, 2011).
4.2.Blueprint delivery and design
Blueprint of a programme is an elaborate internal description of the last state when
all the outcomes and capability have been delivered (Knight and Howes, 2003; PPS
Module Notes, 2014). This study mainly explains the process of deriving projects from
the programme by using the B-O-O-P routes module, and the B-O-O-P map is showed
below as Figure 4-2 the B-O-O-P routes of the ‘FiReControl’ programme. The B-O-O-
P routes module is put forward by Parker, Benson and Trainor in 1988, and the
framework of it is ‘projects deliver outputs, programmes deliver outcomes and
outcomes realise benefits’ (Parker, Benson and Trainor, 1988).
Figure 4-2 the B-O-O-P routes of the ‘FiReControl’ programme
According to the vision statement of UK ‘FiReControl’ programme, the benefits of
Benefits Outcomes Outputs Projects
cost avoidance
more effective and economical fire control
service system
efficient organisation
transfer, hire and fire
employees
training projects
9 new control centres
cut down 46 local control
rooms
build 9 new control centres
procure equipment
and facilities
new IT system
produce data terminals
establish IT system
all relevant organisations
use this system
relevant organisations
know and understand this system
mobilise policies and
expedite procedures across all relevant
organisations
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this programme are cost avoidance (Department for Communities and Local
Government, 2011). In order to achieve this benefits, a more efficient and economical
fire control service system should be established, and at the same time, all relevant
organisations should have a strong will to use this new system to support their work.
After making sure what the outcomes are, the outputs are easier to decide. An
efficient organisation can maximise the resource utilisation and reduce unnecessary
expenditures in daily administrative work. Nine new fire control centres across the
nation can balance the reaction speed, optimised regionalism and resource. These
centres can not only reduce the repeatability of resource and cut down the appropriation
expenditure on equipment and facilities, but also enhance the work efficiency, because
each centres has specific monitor area. The most important part of a more effective and
economical fire control service system is the national computer system, which needs to
relate each centre in order to support each other automatically when call pressure or
failure occurs and ensure each centre can get the same information and can manage
resources on each level as well. This IT system makes the work save time, money and
other resources. In order to make all relevant organisations use this fire control
computer system, the Department needs to let them get well know of this system,
especially its advantages.
The projects in the UK ‘FiReControl’ programme are mentioned in section 4.1, and
this paragraph will mainly focus on how the projects deliver outputs and how to finish
the projects guaranteeing quality, cost and time. Transferring, hiring and firing
employees and training them is for establishing an efficient organisation, which can
avoid nonfeasance of employees and make their cooperation more tacit than ever before.
In this part, an employees’ performance appraisal system should be used to judge
whether an employee should be hired or dismissed. Cutting down 46 local control
rooms, building nine new control centres, and procuring equipment and facilities are
for reasonable regional planning for fire control service system. In this part,
demographic factor, road traffic factor and building density should be considered while
selecting the location of new centres. The 46control rooms should not be abandoned
without of any thinking, but it should be rend out or sold for saving money. The national
computer system includes two projects ---- producing data terminals and establishing a
national computer system. According to the report published by NAO, the Department
contracted this national computer system with EADS, but it did not even do a same or
similar project ever before. Moreover, EADS gave this project to an anonymous sub-
contractor (Department for Communities and Local Government, 2011). To avoid this
situation, while contracting the computer system, the Department should choose a
reliable contractor, which is the leader in the computer software industry. A monitor
department is necessary as well, and each part of the system should be tested and
assessed iteratively until an acceptable computer system is set up. This procedure is for
making sure the project can deliver on time and in the budget. The last project is
mobilising policies and expediting procedures across all relevant organisations. This
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part is quite important as will. In the report, the FRA and FRS are unwilling to support
this programme and some of them even against this programme (Department for
Communities and Local Government, 2011). In order to let this national computer
system really achieves its vision, the relevant organisations like FRA and FRS should
know it and use it, so the Department should explain how this national computer system
works and persuade these organisations to use it.
4.3.Leadership and stakeholders engagement
The leadership in this programme is an obvious problem. According to the report,
the Senior Responsible Owner had been changed to five person, and consultants and
temporary staff finished nearly fifty percent of the programme (Department for
Communities and Local Government, 2011). Firstly, the Senior Responsible Owner
should set a monitor department to establish and maintain the programme governance
arrangement. Under the monitor and assess of this department, the schedule and budget
can be run in a reasonable route. At the same time, the direction of the programme
should be pointed out by the Senior Responsible Owner for ensuring the whole
employees in this programme know what they should do.
As for the stakeholder’s engagement, the stakeholder map and stakeholder impacts
of the UK ‘FiReControl’ programme are showed as Figure 4-3 and Figure 4-4. From
the stakeholder map, it is not hard to find that the FRA and FRS have high interest and
power, so they play important roles in this programme. The Department should keep a
good and close relationship with these organisations.
From the stakeholder impacts figure, the FRA and FRS are tend to be moaners and
opponents instead of waivers, if the Department’s explain on the new computer system
is lack of clarity on how a regional setting approach would enhance their work
efficiency. Only if the Department persuades FRA and FRS to use this new national
Figure 4-3 the stakeholder map of ‘FiReControl’ programme
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system in their daily work, can these two organisations tend to be allies rather than
moaners and opponents.
Another stakeholder problem is caused by current employees. If the new system is
setting up and coming into service, more work can be done by machines instead of
people, which means many current employees will lose their jobs. So the dismissal of
employees should be arranged acceptable, or some conflict and strike may cause
troubles to the programme. In order to avoid this problem, high-quality
recommendation letters and termination allowance should make the employees who
have to be fired fell comforting. In this case, less voice of against this programme will
appear, and the firing project can be executed smoothly.
Figure 4-4 the stakeholder impacts of ‘FiReControl’ programme
4.4.Risk and issue management
In the risk and issue management, this study will use ‘Circle of Management’ to
explain risks and issues in different phases and use ‘Bow Ties’ to analyse the UK
‘FiReControl’ programme. The ‘Circle of Management’ has three phases ----
deterministic phase, stochastic phase and miskentic phase. The framework and explain
of ‘Circle of Management’ is showed as Figure 4-5. The first two phases are solving
the risk and issue problems with technical elements, such as the Gantt Chart and the
‘Bell Curve’ distribution (PPS Module Notes, 2014). The third phase of ‘Circle of
Management’ means the programme is at risk. In this phase, technical tools cannot solve
the problem, so using ‘Bow Ties’ is an acceptable approach to imagine and understand
what the threats and risks are, and how to set barriers for them.
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Figure 4-5 circle of management
The ‘Bow Ties’ of UK ‘FiReControl’ Programme is showed as Figure 4-6. Before
the ‘loss of control occurs’, if no barriers are set for the threats, the programme may be
destroyed sooner or later. If the technical limit leads to the problem, the management
team can hire some senior specialists to overcome technical challenges. If the contractor
is lack of capability or qualification to finish this national computer system project, the
Department should verify the capability or qualification before sign the contract.
However, the contractor was signed already, so the Department should change another
contractor as soon as possible to make up the mistakes. If the contractor does its job
with low efficiency, a monitor department should be established to track and assess the
work, and monitor the schedule and budget as well. If the programme is lack of funding,
there are two approaches to choose. One is to bid for the projects, and the competitive
tender company which requires the lowest get the project. Another way is to sell the
control rooms for recouping funds.
If the ‘loss of control occurs’, there are still some barriers to mitigate risks. As the
report says, the UK ‘FiReControl’ Programme was cancelled at last because the
Department no longer had confidence to deliver in an acceptable time (Department for
Communities and Local Government, 2011). In order to avoid this situation, the
Department can trial operate some parts of the fire control centres and the national
computer system to prove the programme has the ability to help the nation spend money
smarter. If the budget is overrun even in the design part of the computer system, the
Department can decrease the expenditures on fixed assets, for example, the control
centres. Extension of the original main control rooms instead of building new centres
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can save money visually. Though this approach is quite simple and crude, it can help
the programme getaway from the budget overrun.
Figure 4-6 ‘Bow Ties’ of UK ‘FiReControl’ Programme
Risk and issue management is not only includes these theories. But the approaches
above can still do some help to the strategy and planning procedure of UK ‘FiReControl’
Programme.
5.Conclusion
All in all, the failure of UK ‘FiReControl’ Programme was caused by many factors,
but in the strategy and planning procedure many problems are really serious to the
programme. From this failure example, some conclusion in strategy and planning
procedure can be summarised.
At the beginning of a programme, the vision should be clarified, because this is the
direction of the whole programme. After that, sponsor should recognise and understand
the relationship among important stakeholders, especially the shareholders. It can
prevent an embarrassing situation that important stakeholders do not support the
programme or even against it. Then the B-O-O-P map is needed, because it is able to
show the delivery relationship of projects, outputs, outcomes and benefits, which can
help the programme managers get their ideas into shape. Last but not the least, the risk
and issue management in a programme can not be ignored. Uncertainty always confuses
the programme managers, and many emergency situations are hardly foreseen, so a
detailed ‘Bow Ties’ is necessary for preventing the risks and negative issues while the
programme has already started to operate.
If this programme will restart sometime in the future, the sponsor of this
programme should consider the problems mentioned in the study of avoiding the same
problems occur again.
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References
National Audit Office, (2011). Department for Communities and Local Government:
The Failure of the FiReControl Project. [online]. National Audit Office (NAO).
Available at: http://www.nao.org.uk/report/the-failure-of-the-firecontrol-project/#
[Accessed 4 Dec. 2014].
Department for Communities and Local Government, (2011). Response to the
Department for Communities and Local Government Committee report on
‘FiReControl’. [online]. GOV.UK. Available at:
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/5613/1
869822.pdf [Accessed 7 Dec. 2014].
Parker, M., Benson, R. and Trainor, H. (1988). Information Economics: Linking
Business Performance to Information Technology. Englewood Cliffs, NJ: Prentice-
Hall.
Friesen, M. E. and Johnson, J. (1995). The success paradigm: Creating organisational
effectiveness through quality and strategy. Greenwood Publishing Group.
Knight, T. and Howes, T. (2003). Knowledge management: a blueprint for delivery: a
programme for mobilising knowledge and building a learning organisation. Oxford:
Butterworth-Heinemann.
Hodge, M. (2011). The failure of the FiReControl project. London: The Stationery
Office.
