During the implementation of the project

Running head: QHP
Queensland Health Payroll Project
Name of Student
Name of University
Author Note

1
QHP
Table of Contents
Introduction..........................................................................................................................2
1. Major Issue with QHP Project.........................................................................................2
2. Evidence of Failures with early Implementation of QHP Project...................................3
3. Details of Cost Overrun and Schedule Delays and its Reasons.......................................4
4. Details of the Early Delivery Method for this project.....................................................5
5. Changes in the Recent Delivery......................................................................................5
6. Recommendations as a Project Manager.........................................................................6
Conclusion...........................................................................................................................6
References............................................................................................................................8

2
QHP
Introduction
The Queensland Health Payroll (QHP) project was undertaken in the year 2008, with an
aim of replacing its outdated payroll system. The project was given to IBM who took the
responsibility of building a new system (Thite and Sandhu 2014). However, the project proved to
be a standard case of failure as during the phase of system implementation, multiple change
requests were made by the IBM as the requirements of the project was not properly defined. In
the following paragraphs, the major issues associated with the QHP project is discussed along
with the reasons of project failure.
1. Major Issue with QHP Project
The key issues that lead to the failure of the QHP project was incorrect scope and
requirements identification. The scope of the undertaken project was highly underestimated that
contributed to its failure (Eden and Sedera 2014). During the implementation of the project,
major scope creep issues were faced and that lead to several change requests. The major issues
associated with the QHP project are highlighted as follows-
Rush to Scope: Only two months were allocated for management and documentation of
the scope, which lead to ineffective scope documentation. The baseline scope of the project was
established too late, which was a major issue.
Inexperienced leadership: The QHP project was too large and complex. It was IBM
Australia’s first effort of delivering a system which was of such a large size (Paterno and Zhao
2018.). The inexperience of IBM Australia in handling such a large and complex project further
contributed to its failure.