
You obviously have no experience of working on Government contracts.
I did work on the revenue account for a short while and I think you need a few facts to hand. First, 80% of the staff on that account were TUPE'd across from the civil service and subsequently TUPE'd across to CapGemini when EDS lost the contract. Oh, and a fair proportion of the ex civil service staff were happy to cruise along until they reached retirement and that indexed-linked pension they were entitled to.
Having worked on other Government accounts with EDS and other companies I can confirm what others here have already said - that there are a lot of good people in the company and that on Government contracts it is frequently the customer that initiates changes that subsequently become large overruns. Changing requirements is a favourite - but then so is unclear requirements - why not take a look at the business drivers behind the NHS IT 'revamp' and the formal statement of requirements? Oh, and you can have a go at trying to get a Civil Servant to agree to something that could later be perceived as the wrong decision while you are at it.
CSA suffered from many requirements changes, and EDS capitulated where it shouldn't have done. Armed Forces pay was the largest ever deployment of the COTS software in question and turned out to be not as COTS as it was supposed to be.
Frequently you will find that the IT supplier isn't enforcing change control strongly enough to stop these problems but equally you will find that requirements are so wooly as to allow the customer to argue that work never envisaged is actually in scope...
I also worked on a successful project that was cancelled by a government department just as we finished acceptance testing because they decided they couldn't afford the support costs.
And finally... perhaps you could name me a large IT supplier that has a track record of repeated, successful engagements with UK Government, no delays, overruns, re-costings, legal action, lost data, bad headlines... until recently only PA Consulting seemed to have a clean record but they've lost that now as well.
I work hard to ensure that the work I do for UK Government meets requirements and is of good quality. All too frequently the fate of the systems being developed is sealed at contract signing or by weak project management, risk management or change control. I can't change the way Civil Servants approach their work.
Mine's the one with the open-ended requirements in the inside pocket.