PPMP20011- Project Claims and Damages Report

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
PPMP20011 Project Claims and
Damages Report
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: Date of the current Projects Negotiation and Conflict Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
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This report is based on the contents of Walker and Walker 2015 Collaborative Project
Procurement Arrangements; Yousefi S., Hipel K.W., & Hegazy T. 2010. “Attitude-Based
Strategic Negotiation for Conflict Management in Construction Projects”. Project
Management Journal Special Issue: PMI Research and Education Conference 2010
Volume 41, Issue 4, pages 99-107, September 2010; Cheung S.O., & and Chow P.T.
2011. “Withdrawal in Construction Project Dispute Negotiation”. Journal of Construction
Engineering and Management. Volume 137, Issue 12 (December 2011); Directing plus
Managing Successful Projects with PRINCE2 (2009); A Guide to the Project Management
Body of Knowledge (PMBOK Guide) 5th Edition (2013); and Kerzner Project Management:
A Systems Approach to Planning, Scheduling and Controlling (2013). Please complete
this report for the Recommendations (p. 9 & 36-38) contained in the KPMG 2012 Review
of the Queensland Health Payroll System.
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
1 PROJECT 1: FORWARD STRATEGY FOR PAYROLL SYSTEM
The preferred form of procurement as an outcome from the negotiation process for Project 1
proposed in the PPMP20011 Projects Negotiation and Conflict Report was...
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages
are itemized in the following tables.
1.1 Platform Foundation (p. 117-118) 125 words
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
Complex operating environment (delimiter.com.au. 2012)
Project Management KSAE:
QH has put significant effort into resolving the issues regarding six
key projects.
Business Solution KSAE:
QH payroll system will be $1,253.5m between FY10 and FY17 of
which $416.6m will have been incurred to the end of FY12 and a
further $836.9m forecast to be spent from FY13 to the end of
FY17.
Relational KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
2. Joint Governance
structure
Technical KSAE:
The key steps required for technical separation of the QH HR
system from the Whole-of- Government system have been
commenced and
Project Management KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time.
Business Solution KSAE:
The importance of having the right governance structures,
leadership, ownership, engagement and positive working
relationships across
Relational KSAE:
A potential structural re-alignment or transition of QSS personnel
across to QH is managed to ensure that there will be no negative
impact on ‘business as usual’ (BAU) payroll system performance.
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
3. Integrated Risk
Mitigation
Strategy
Technical KSAE:
Nine high priority issues and a number of other issues impacting
on QH’s
Project Management KSAE:
When considering allowances for contingency, there are two key
dimensions to be assessed: project complexity and project risk.
Business Solution KSAE:
The costs identified by Queensland Health include an amount of
FBT payable on the overpayment loans (Fleming and Koppelman
2016).
Relational KSAE:
Issues represent a mix of strategic and tactical focus areas and a
complex inter-relationship exists between the nine key areas.
4. Join
Communication
Strategy
Technical KSAE:
Supports Information and Communication Technology (ICT)
Governance frameworks and works collaboratively with all working
groups, PRP and CaRB.
Project Management KSAE:
PRP requirements are represented on the RMG and provide input
to RWG.
Business Solution KSAE:
CaRB) provides approval for Releases and delivery gates and
collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Relational KSAE:
A need exists to ensure that any potential structural re-alignment
or transition of QSS personnel across to QH is carefully planned.
5. Co-location
Strategy
Technical KSAE:
The Program Committees relate to individual delivery programs
relating to identified and planned business requirements by the
PPSC and the Payroll Portfolio (office).
Project Management KSAE:
The SRT terms of reference define roles and responsibilities,
authorities and membership.
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Business Solution KSAE:
Queensland Shared Service (QSS) Change and Releases Board
(CaRB) provides approval for Releases and delivery gates and
Relational KSAE:
Queensland Government Chief Information Office standard
frameworks (Harrison and Lock 2017).
1.2 Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
There are clear efficiency and workflow benefits to an effective
electronic rostering system.
Project Management KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time.
Business Solution KSAE:
The importance of having the right governance structures,
leadership, ownership,
Relational KSAE:
There is recognition of the potential benefit of devolving some
payroll functions to the Hospital Boards
7. Trust-Control
Balance
Technical KSAE:
QH HR system from the Whole-of- Government system have been
commenced and the timeframe for the full technical separation
Project Management KSAE:
Agencies and key stakeholders were recognised.
Business Solution KSAE:
the payroll service involve a significant number of manual ‘work-
arounds’
Relational KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
8. Commitment to
be Innovative
Technical KSAE:
The future arrangements for the structural alignment and reporting
relationships for QSS
Project Management KSAE:
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Whole-of-Government system for payroll had been identified as
SAP ECC5 and Workbrain
Business Solution KSAE:
QSS personnel across to QH is carefully planned and managed to
ensure that there will be no negative impact on ‘business as usual’
Relational KSAE:
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
TAG provides technical advice and reviews
Project Management KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
Business Solution KSAE:
significant delays and cost overruns associated with the delivery of
SAP
Relational KSAE:
hub and spoke’ model was in operation
10. No-blame Culture Technical KSAE:
as the technical service provider requires further consideration,
consultation and planning
Project Management KSAE:
QH is made up of two interfacing software systems
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
Relational KSAE:
engagement and positive working relationships across Agencies
and key stakeholders was recognized.
1.3 Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
The future arrangements for the structural alignment and reporting
relationships for QSS
Project Management KSAE:
One of this projects focussed on future payroll solution options
Business Solution KSAE:
prudent for QH to make a targeted approach to the external
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