An observation or several
First, an admission. For the 21 years prior to my retirement, I worked for three system integrators implementing Oracle ERP.
1) The comments here put the criticism/blame for this clusterf*ck at Oracle's door. However, what isn't clear is who provided the original cost estimate. In my experience, it was the SI (often me personally) who did the resource requirements and added the licence/support costs provided by Oracle. Was this the case here? Or did Oracle do all of the pre-sale? At the very least, I would suggest that even if Oracle were the prime contractor, they would have to work with the SI to get to the final cost/timescale. And back in the day of Oracle Consulting, if a project needed their skills, we'd either poach the right person, suggest that person became a contractor, or as a last resort we'd have to cost in the Oracle bodies.
2) However, I did work on one project where all of the pre--sale was handled by Oracle and the SI I worked at did the implementation. That did cause the odd problem where Oracle promised simple functionality that did not exist in any shape or form. Plus this functionality was to solve some incredibly complex requirements. Needless to say, the client really didn't take kindly to being told that Oracle had lied and it would be an expensive mini-project. It even went to arbitration, which the client lost thus further souring relations (the project was eventually canned by the client). So thanks Oracle.
3) Continuing the theme, I was horrified to be part of a demo when the Oracle used a mix of the existing character based software, with the about to be released graphical UI, plus screenshots of a future release.
4) Back to the council - I note that one of he council's documents said: "The council has an implementation partner and a data migration partner alongside Oracle" Many hands make chaos!
5) The project is now on its third SI partner. Never a sign of well thought out set of requirements.
6) The suggestion that all councils could use a single system makes perfect sense, except having been involved in several public sector bids/projects I've found that they all think they are unique.
7) Just about every client I have ever known has at some point said: "I know that is what we asked for in the requirements but that isn't want we really wanted. Can't you just change it for free?"
8) I've been retired for eight years but back when I was working, Oracle ERP was never a great fit for public sector.
9) That said, back in 1998 I implemented Oracle ERP for a leading UK university. They still use it, albeit it has obviously been updated.
10) Sometimes a potential client cuts back their initial requirements to hit a particular capital budget with the intention of using change requests. i.e. via the P & L, to get what they really want. One of my employers fell foul of one potential client. The initial bid was maybe £3-£4 million. There was a day when all the hopefuls on the shortlist popped over to Rome to give a presentation. That evening my manager was given the nod that we'd be awarded the contract. The second day was to give the Best And Final Offer based on what had been learned from the previous day. My manager, and her manager, decided that as we were in prime position, we'd include everything that the organisation actually wanted. Our BAFO went to £15 million and, surprise surprise, we didn't get the contract.
OK, I've bored myself. I'll stop