This is a massive one; they tried to do the integration themselves under a deadline with no expertise while increasing scope under said deadline. They also had massive churn. Any vendor's solution they chose would have most likely failed.

In an attempt to save money, the appointed CIO determined that the state did not require the services of a systems integrator independent from Oracle. Instead, they decided to train their own team on Oracle products to drive a self-sufficient organization. The logic behind this decision is clear, if you train your own people, you can create independence from your service provider and ultimately create the potential to deliver greater value to the organization.

However, the State of Oregon did not have the staff available to train and were losing as many people as they hired. A staff of Oracle programmers coupled with a program lead that lacks experience is typically a recipe for disaster.

>chose oracle and listened to oracle

All the other vendors decided not to accept the contract based on the deadline and scope. That's also pretty telling.