shock

Public Sector projects go so badly wrong because they don't bother giving a correct spec at the start of a project, don't bother assigining proper resource to manage the project, are suprised when it doesn't do what they thought it would (as it wasn't in the spec) go back, complain, supplier goes "but you didn't ask for it to work like that..." then they charge then the public sector fol moan that they got charged, but notice there was more unspecced stuff they wanted but isn't there. So on and so forth.

Of course the developer should try and get a full spec at the start so they arn't completly not to blame, but what do you expect when you go to the lowest cost to golf games ratio for a supplier?

Cut civilian headcount?

In the UK, police officers _are_ civilians, thankfully. It makes a big difference.

risky strategry, @ Michelle

Michelle, the danger with that approach is, if you speak up like that, you're then the first to be made redundant...and managers don't use redundancy to get rid of people they don't like?

My last employer got rid of 6 people, all highly skilled technical consultants but didn't get rid of one of the overpaid underworked directors..

The first four they got rid off all could be said had in the past a grievance with that director...

@Michelle

What you should have done was leverage cross-sector synergies to approach a collective methodology to identify performance indicators with which to baseline your benchmarks and drive continuous improvement. D'oh!

broken, bloated and absent...

...a concise description of our local beat bobby.

Would love to fix it.

Step 1. Take down all the particulars of the CIOs.

Step 2. Give them all ratings.

Step 3. Announce to country, that all new IT projects from government come with a clause specifying government can demand outsourcing company sackings.

Step 4. Put first person on blacklist, have him sacked, and ensure he loses his house.

Step 5. Watch share prices dive, while simultaneously improving the quality of their deliverables.