IT Infrastructure Management Program

Running head: IT INFRASTRUCTURE MANAGEMENT PROGRAM 1
IT Infrastructure Management program
Student’s name
Institution affiliation

IT INFRASTRUCTURE MANAGEMENT PROGRAM 2
IT Infrastructure Management program
Part A: The Queensland IT Project Failure Analysis
There are various reasons as to why the Queensland project failed and these include the
following; inherent complications in the social care and health sectors and the industry in
general, lack of top management support which led to poor project management (Mell, &
Grance, 2011). There was also the aspect of time limit and poor documentation which made the
IBM contractors unable to complete the project. Other reasons included the lack of proper
communication and training as well as a team structure that was poorly designed. There was also
a complex stakeholder; client and consultant relationship and failure to test the system.
From the look of things, the blame cannot be directed on one particular end. A project as
big as the Queensland’s IT upgrade, requires a high integrated stakeholder management. The
government, the contractor, the consultancy and the health management were all to blame since
they failed to play their part of the game (Redlich, & Nemzow, 2015). If all were responsible
enough in their roles issues could have been identified before hand and a solution sought in good
time.
The success factors for IT implementation projects includes simplified employment
agreements and awards that do away with the complexities that may affect the efficiency and
effectiveness of the payroll processes. There should be clear accountability lines, responsibilities
and roles for a governance structure that is end to end. System assessment and evaluation for
impact and readiness for change need to be done before going into live. There should be timely
identification of potential risks and risk management strategies put in place.
The Workbrain software had never been substantiated to a proper position to be utilized
in major projects as the Queensland. In this case, inherent risks related to the system were not

IT INFRASTRUCTURE MANAGEMENT PROGRAM 3
identified. The team should have run the system in one location before they scaled to the entire
health system or department. System testing was also the cause reason for poor use of Workbrain
software.
To fix the problem the various stakeholders including the government, the health facility
management, the consultant, the IBM contractors and any other should come after an audit report
has been done (Cardona, 2013). Base on the identified issues and problems they need to accept
responsibility and start the whole project again right from the beginning. Each of the
stakeholders is to cost share the loss depending on the magnitude of errors and problems related
to them.

IT INFRASTRUCTURE MANAGEMENT PROGRAM 4
Part B: Risk Management Strategies for IT
Abstract
IT (information technology) plays a key role in almost all the types of businesses. Thus,
businesses need to identify the risks that threaten their data and systems. They need to manage or
reduce the effect of these risks by developing a good plan of response in the event an IT crisis
presents itself in the business. Business owners possess some legal obligations when it comes to
privacy, staff training and electronic transactions towards the implementation of IT risk
management strategies (Xue, Ray, & Gu, 2011). The IT risks include software and hardware
failure, spam, malicious attacks, human error and viruses. They also include natural catastrophes
such as floods, cyclones and fires. One can manage risks related to IT by carrying out a risk
management assessment. The possession of a business recovery and continuity plan helps the
business recover from incidences of IT risks. The paper offers a guideline to help understand
risks under IT and contains information on ways of responding to such incidents.
Key words: IT (information technology), risk management, strategy, business, hardware
and software