Queensland Health Payroll System Project Management Plan

This project management plan outlines the objectives, scope, time, cost, quality, human resource, communications, risk, procurement, stakeholder, and integration management of the Queensland Health Payroll System project. The project aimed to replace the existing payroll solution with SAP for 85000 staffs of QH. However, the project was delayed unexpectedly and could not be completed within the set budget due to improper scope identification and scheduling. The cost breakdown of the project includes $1.01 billion spent on business, $220.5 billion on fixing problems and $25.0 million on working on the future systems. The major stakeholders associated with this project include IBM, QLD Health and The Queensland Treasury.

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Project Management Plan
Queensland Health Payroll System
Queensland Health Payroll System Project Management Plan 2

Table of Contents
1 PROJECT EXECUTIVE SUMMARY 4
2 SCOPE MANAGEMENT 5
2.1 Project Objectives 5
2.2 Requirements Collection and Verification 5
2.3 Work Breakdown Structure 6
2.4 Validate and Control Scope 7
3 TIME MANAGEMENT 8
3.1 Project Schedule 8
3.2 Project Milestones 11
3.3 Internal and External Dependencies 11
3.4 Schedule Control 15
4 COST MANAGEMENT 16
4.1 Cost Estimates and Budget 16
4.2 Control Cost 18
5 QUALITY MANAGEMENT 19
5.1 Quality Planning 19
5.2 Quality Assurance Reviews 19
5.3 Quality Control 19
6 HUMAN RESOURCE MANAGEMENT 20
6.1 Roles and Responsibilities 20
6.2 Project Organisation Chart 20
6.3 Availability and Commitment of Resources 20
6.4 Team Development 21
7 COMMUNICATIONS MANAGEMENT 22
7.1 Manage Communications 22
7.2 Control Communications 22
8 RISK MANAGEMENT 23
8.1 Risk Management Processes, Systems and Tools 23
8.2 Assumptions and Constraints 23
8.3 Risk Response and Control 23
9 PROCUREMENT MANAGEMENT 24
9.1 Conduct Procurment 24
9.2 Control and Close Procurements 24
10 STAKEHOLDER MANAGEMENT 25
10.1 Key Stakeholders 25
10.2 Manage Stakeholder Engagement 25
10.3 Control Stakeholder Engagement 25
11 INTEGRATION MANAGEMENT 26
11.1 Change Control 26
11.2 Project Closure 26
12 BIBLIOGRAPHY 27
13 APPENDIX A –GLOSSARY 29
Queensland Health Payroll System Project Management Plan 3

Queensland Health Payroll System Project Management Plan 4

1 Project Executive Summary
The Queensland Health Payroll system was a project that was implemented in March 2010. The project
aimed in replacing the existing payroll solution. The project replaced the old ESP Kronos rostering system to
implement SAP. The project was uniquely complex as the new system that was to be implemented was for
85000 staffs of QH. Queensland had experienced certain challenges in implementation of the payroll system.
The main purpose of the project was to increase the efficiency of QH by automating the payroll process of
thousands of its employees. The project review has been undertaken by evaluating the project audit reports.
However, there are certain issues associated with a project as a result of improper project management. The
project was delayed unexpectedly and could not be completed within the set budget. The main reasons
behind the unexpected delays and failure of the project includes improper scope identification and improper
scheduling. The project started in year 2007 and was expected to be delivered in the year 2008. However,
the project could not be completed until the year 2010. Due to the failure of the project, over 75,000
employees were affected. The project was delivered about 18 months late. The process followed in
implementation of the project was highly manual that resulted in the delays of the project. The software that
was developed resulted in inaccurate payroll payments, defective and missing functionalities and data errors.
The cost breakdown of the project includes $1.01 billion spent on business, $220.5 billion on fixing problems
and $25.0 million on working on the future systems. The development and implementation of a defective
payroll system resulted in inaccurate payroll payments and error in data storage. There are certain major
risks associated with this project as well, which includes the schedule and budget risk. The risk could not be
mitigated while the project was in the implementation phase and hence the delay. This project plan will
document every stages of the project undertaken. The major stakeholders associated with this project
include IBM, QLD Health and The Queensland Treasury. The project plan will further document the identified
project objectives, project schedule, milestones, cost and budget and key stakeholders. The following
sections give an overview of the detailed scope of the project.
Queensland Health Payroll System Project Management Plan 5

2 Scope Management
The project scope can be described as a detailed set of deliverables and the features associated with a
project. The deliverables of a particular project is generally derived from its requirements along with the
project objectives. It is essential to develop a scope management plan for a project as it helps in easier
implementation of the same. The scope of a particular project involves the necessary information required to
start a project along with the work, a project needs to accomplish in order to deliver a project or a particular
service. The scope management process of a project identifies the tasks that are needed to be completed to
ensure that project is implemented successfully. Improper scope management resulted in failure of the
Queensland health payroll project. The project objectives and requirements collection and verification
process that were followed in this project are discussed in the following sections.
2.1 Project Objectives
The identified objectives of the project are as follows-
1. The project was a government initiative and it intended to produce a higher standard of corporate service
functions.
2. The project intended to lower the cost to government by reducing the acquisitions, licensing and the
workforce cost.
3. The project aimed in centralizing the IT management process and operations.
4. The payroll system that was to be developed aimed in simplification of the different systems and
business processes. The developed business processes can be reused by the government agencies.
2.2 Requirements Collection and Verification
The requirements of project are collected by examining the existing system and identifying the
loopholes in the system. The requirement collection process associated with the Queensland
Health Payroll project included a number of stages, which are as follows-
1. Establishing the goals and objectives of the payroll project
2. Documentation of requirements of the project
3. The requirement documentation process for the project should be transparent.
4. Project requirements should be correctly communicated to the stakeholders of the project.
The requirement verification process that was followed in the Queensland Health Payroll
project includes evaluation of the requirements and specifications identified for the project.
The formal verification technique that was followed relied on mathematical proof and
correctness in management of the project. The collected requirements were further examined
to check whether it meets the specification of the software that is needed to be developed.
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2.3 Work Breakdown Structure
The work breakdown structure of Queensland Health Payroll Project is represented in the Following picture
Queensland Health
Payroll Sy stem
Project Starts Requirem ent Gathering
Identification and
Validation of Pay roll
sy stem Requirements
Validation of the
specifications of the
Project
Identification of Project
Objectiv es
Identification of the Scope
of the Project
Development of the Initial
Project Plan
Sharing and
communicating the
Project Plan w ith the
Stakeholders
M1: Approv al of Project
Plan
Project Inititaion and
Planning
Preparing the Final Project
Plan
Estim ating the Schedule
of the Project
Estim ating the Project
Budget
Documentation of the
rev ised Project Plan
Approv al for start of
Project
M2: Initiation of
Development of the
Payroll Sy stem
Project Implementation
Understanding the
Specification of the
softw are to be
developed
Designing the Interface
M3: Approv al of the
Project Design
Softw are Coding
Coding the Database
Linking w ith Database
M4: Completion of
Softw are Coding
Testing
Unit Testing
Sy stem Testing
M5: Completion of Testing
Phase
Softw are Release
Softw are Demonstration
Softw are Go Live
Users' Training
Bug Fix ation
M5: Successful Release of
a Functional Softw are
Project Closure
Project Evalutaion
Documentation
Paym ent Completion
Client Sign Off
Resource Release
M6: Project Ends
Figure 1: Representing the WBS of Queensland health Payroll Project
(Source: Created by author using MS schedule Pro and MS Project)

2.4 Validate and Control Scope
The scope validation is performed by the project manager. Validate scope is a process of formalizing that the
project is completed according to the specifications identified for the project. There was a problem with scope
validation process of Queensland Health payroll project as could not be successfully completed within the
scheduled time.
Control scope is a process of accurate monitoring of the status of a project to check whether the project is
implemented according to the requirements specified. The process of control scope manages the changes to
scope baseline in order to ensure that the scope baseline is maintained throughout the execution phase.
On reviewing the project implementation process it has been observed that there was an issue with the
scope management of the project. Proper scope identification and scope management in a project is an
essential aspect of project management as it is one of the 10 PMBOK knowledge areas. Had the scope been
identified accurately, the project could have been successful with no delays or complexities.

3 Time Management
Time Management is the most important aspect of project management and it is one of 10 knowledge areas
of PMBOK. One of the major risks associated with any large project is schedule risk. Appropriate
management of project time ensures delivery of the project within a given schedule. Time management is
essentially the ability of organizing and planning each activity in a project. The most significant benefits of
time management are that it increases the effectiveness and productivity of a project team. Accurate time
management is directly related to project planning, setting the goals of project and prioritizing the most
important tasks associated with a project.
Queensland Health Payroll project was a clear case of improper time management that led to the failure of
the project. The scheduling process was incorrect considering the complexities of the project. Thus the
project could not be completed within a specified project schedule.
3.1 Project Schedule
The schedule estimated for the Project is represented in the following table-
WBS Task Name Duration Start Finish
0 Queensland Health Payroll
System 819 days Mon 03-09-07 Thu 21-10-10
1 Project Starts 0 days Mon 03-09-07 Mon 03-09-07
2 Requirement Gathering 122 days Mon 03-09-07 Tue 19-02-08
2.1
Identification and
Validation of Payroll system
Requirements
30 days Mon 03-09-07 Fri 12-10-07
2.2 Validation of the
specifications of the Project 30 days Mon 03-09-07 Fri 12-10-07
2.3 Identification of Project
Objectives 25 days Mon 15-10-07 Fri 16-11-07
2.4 Identification of the
Scope of the Project 30 days Mon 19-11-07 Fri 28-12-07
2.5 Development of the
Initial Project Plan 30 days Mon 31-12-07 Fri 08-02-08
2.6
Sharing and
communicating the Project
Plan with the Stakeholders
7 days Mon 11-02-08 Tue 19-02-08
2.7 M1: Approval of Project
Plan 0 days Tue 19-02-08 Tue 19-02-08
3 Project Inititaion and
Planning 70 days Wed 20-02-08 Tue 27-05-08
3.1 Preparing the Final
Project Plan 30 days Wed 20-02-08 Tue 01-04-08
3.2 Estimating the Schedule
of the Project 15 days Wed 02-04-08 Tue 22-04-08
3.3 Estimating the Project 20 days Wed 02-04-08 Tue 29-04-08
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Budget
3.4 Documentation of the
revised Project Plan 10 days Wed 30-04-08 Tue 13-05-08
3.5 Approval for start of
Project 10 days Wed 14-05-08 Tue 27-05-08
3.6
M2: Initiation of
Development of the Payroll
System
0 days Tue 27-05-08 Tue 27-05-08
4 Project Implementation 325 days Wed 28-05-08 Tue 25-08-09
4.1
Understanding the
Specification of the software
to be developed
15 days Wed 28-05-08 Tue 17-06-08
4.2 Designing the Interface 60 days Wed 18-06-08 Tue 09-09-08
4.3 M3: Approval of the
Project Design 30 days Wed 10-09-08 Tue 21-10-08
4.4 Software Coding 100 days Wed 22-10-08 Tue 10-03-09
4.5 Coding the Database 90 days Wed 11-03-09 Tue 14-07-09
4.6 Linking with Database 30 days Wed 15-07-09 Tue 25-08-09
4.7 M4: Completion of
Software Coding 0 days Tue 25-08-09 Tue 25-08-09
5 Testing 90 days Wed 26-08-09 Tue 29-12-09
5.1 Unit Testing 30 days Wed 26-08-09 Tue 06-10-09
5.2 System Testing 60 days Wed 07-10-09 Tue 29-12-09
5.3 M5: Completion of
Testing Phase 0 days Tue 29-12-09 Tue 29-12-09
6 Software Release 145 days Wed 30-12-09 Tue 20-07-10
6.1 Software Demonstration 15 days Wed 30-12-09 Tue 19-01-10
6.2 Software Go Live 10 days Wed 20-01-10 Tue 02-02-10
6.3 Users' Training 30 days Wed 03-02-10 Tue 16-03-10
6.4 Bug Fixation 90 days Wed 17-03-10 Tue 20-07-10
6.5 M6: Successful Release
of a Functional Software 0 days Tue 20-07-10 Tue 20-07-10
7 Project Closure 67 days Wed 21-07-10 Thu 21-10-10
7.1 Project Evaluation 30 days Wed 21-07-10 Tue 31-08-10
7.2 Documentation 15 days Wed 01-09-10 Tue 21-09-10
7.3 Payment Completion 7 days Wed 22-09-10 Thu 30-09-10
7.4 Client Sign Off 10 days Fri 01-10-10 Thu 14-10-10
7.5 Resource Release 5 days Fri 15-10-10 Thu 21-10-10
8 M7: Project Ends 0 days Thu 21-10-10 Thu 21-10-10
The Gantt Chart of the Project is represented in the following picture-
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Queensland Health Payroll System Project Management Plan
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Figure 2: Representing the Gantt Chart of the Project
(Source: Created by author using MS Project)
3.2 Project Milestones
The Major Milestone of the Queensland Health Payroll project is represented in the following
Table-
WBS Task Name Duration Start Finish
0 Queensland Health Payroll
System 819 days Mon 03-09-07 Thu 21-10-10
2.7 M1: Approval of Project
Plan 0 days Tue 19-02-08 Tue 19-02-08
3.6
M2: Initiation of
Development of the Payroll
System
0 days Tue 27-05-08 Tue 27-05-08
4.3 M3: Approval of the
Project Design 30 days Wed 10-09-08 Tue 21-10-08
4.7 M4: Completion of
Software Coding 0 days Tue 25-08-09 Tue 25-08-09
5.3 M5: Completion of
Testing Phase 0 days Tue 29-12-09 Tue 29-12-09
6.5 M6: Successful Release
of a Functional Software 0 days Tue 20-07-10 Tue 20-07-10
3.3 Internal and External Dependencies
The schedule of the project has certain internal and external dependenciesThe external
dependencies of a project develop the relationship between the project activities and the
activities outside the project. The external dependencies include the events associated with the
project which is outside the control of project manager. The internal dependencies include the
relationship of the preceding tasks and the succeeding task.
The external dependencies associated with the Queensland Health payroll project include
timely resource availability, timely resource allocation and budget approval. There were certain
issues with the management of external dependencies of Queensland Health payroll project
that contributed to failure of the project.
The Internal dependencies include the dependencies associated with each activity in a project.
The table below gives an idea of the predecessors of each activities of the Queensland Health
payroll Project.
WBS Task Name Duration Start Finish Predecessors
0 Queensland Health
Payroll System 819 days Mon 03-09-07 Thu 21-10-10
1 Project Starts 0 days Mon 03-09-07 Mon 03-09-07
2 Requirement 122 days Mon 03-09-07 Tue 19-02-08
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Gathering
2.1
Identification and
Validation of Payroll
system Requirements
30 days Mon 03-09-07 Fri 12-10-07 1
2.2
Validation of the
specifications of the
Project
30 days Mon 03-09-07 Fri 12-10-07 1
2.3 Identification of
Project Objectives 25 days Mon 15-10-07 Fri 16-11-07 4
2.4 Identification of the
Scope of the Project 30 days Mon 19-11-07 Fri 28-12-07 4,5
2.5 Development of the
Initial Project Plan 30 days Mon 31-12-07 Fri 08-02-08 5,6
2.6
Sharing and
communicating the
Project Plan with the
Stakeholders
7 days Mon 11-02-08 Tue 19-02-08 7
2.7 M1: Approval of
Project Plan 0 days Tue 19-02-08 Tue 19-02-08 8
3 Project Initiation
and Planning 70 days Wed 20-02-
08 Tue 27-05-08
3.1 Preparing the Final
Project Plan 30 days Wed 20-02-08 Tue 01-04-08 8
3.2 Estimating the
Schedule of the Project 15 days Wed 02-04-08 Tue 22-04-08 11
3.3 Estimating the
Project Budget 20 days Wed 02-04-08 Tue 29-04-08 11
3.4 Documentation of
the revised Project Plan 10 days Wed 30-04-08 Tue 13-05-08 13
3.5 Approval for start of
Project 10 days Wed 14-05-08 Tue 27-05-08 14
3.6
M2: Initiation of
Development of the
Payroll System
0 days Tue 27-05-08 Tue 27-05-08 15
4 Project
Implementation 325 days Wed 28-05-
08 Tue 25-08-09
4.1
Understanding the
Specification of the
software to be
developed
15 days Wed 28-05-08 Tue 17-06-08 15
4.2 Designing the
Interface 60 days Wed 18-06-08 Tue 09-09-08 15,18
4.3 M3: Approval of the
Project Design 30 days Wed 10-09-08 Tue 21-10-08 19
4.4 Software Coding 100 days Wed 22-10-08 Tue 10-03-09 20
4.5 Coding the Database 90 days Wed 11-03-09 Tue 14-07-09 20,21
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4.6 Linking with
Database 30 days Wed 15-07-09 Tue 25-08-09 21,22
4.7 M4: Completion of
Software Coding 0 days Tue 25-08-09 Tue 25-08-09 23
5 Testing 90 days Wed 26-08-
09 Tue 29-12-09
5.1 Unit Testing 30 days Wed 26-08-09 Tue 06-10-09 24
5.2 System Testing 60 days Wed 07-10-09 Tue 29-12-09 26
5.3 M5: Completion of
Testing Phase 0 days Tue 29-12-09 Tue 29-12-09 27
6 Software Release 145 days Wed 30-12-
09 Tue 20-07-10
6.1 Software
Demonstration 15 days Wed 30-12-09 Tue 19-01-10 28
6.2 Software Go Live 10 days Wed 20-01-10 Tue 02-02-10 30
6.3 Users' Training 30 days Wed 03-02-10 Tue 16-03-10 31
6.4 Bug Fixation 90 days Wed 17-03-10 Tue 20-07-10 32
6.5
M6: Successful
Release of a Functional
Software
0 days Tue 20-07-10 Tue 20-07-10 33
7 Project Closure 67 days Wed 21-07-
10 Thu 21-10-10
7.1 Project Evaluation 30 days Wed 21-07-10 Tue 31-08-10 34
7.2 Documentation 15 days Wed 01-09-10 Tue 21-09-10 36
7.3 Payment Completion 7 days Wed 22-09-10 Thu 30-09-10 37
7.4 Client Sign Off 10 days Fri 01-10-10 Thu 14-10-10 38
7.5 Resource Release 5 days Fri 15-10-10 Thu 21-10-10 39
8 M7: Project Ends 0 days Thu 21-10-10 Thu 21-10-10 40
The predecessor column of the project schedule gives an idea of the internal dependencies that
exist among the activities of Queensland Health Payroll project. The picture below represents
the critical path of the project.
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Queensland Health Payroll System Project Management Plan
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Figure 3: Representing the Gantt Chart of the Project
(Source: Created by author using MS Project)
The work activities marked in red in the Gantt chart above depict the critical path of the
project
3.4 Schedule Control
Schedule controlling is monitoring method of status and the activities of the project. One of the
essential needs of schedule controlling is determining and developing a realistic project
schedule. However, Queensland Health Payroll project, issues were identified in the process of
project scheduling. The unrealistic schedule of the project resulted in considerable delay in
project implementation, as a result of which, the project was 18 months late. It is the duty of
project supervisor to ensure that each activities of the project are completed within the time
set for the project. This is necessary as accurate schedule estimation reduces the schedule
risks in a project. Queensland Health Payroll project therefore shows an improper schedule
controlling which could have been avoided with appropriate project management
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4 Cost Management
Cost management is an important knowledge area of PMBOK as it helps in analysing the budget of a project.
With appropriate cost management, a business is able to predict certain impending expenditure, which in
turn helps in reducing the changes of a project going over budget. However, the Queensland Health Payroll
project management team was not able to manage the cost of the project resulting in project going over
budget.
4.1 Cost Estimates and Budget
The estimated cost of the project on basis of the resources identified for Queensland Health
Payroll project is represented in the following table-
Resource Name Max. Units Std. Rate
Project Manager 100% $90.00/hr
Project Supervisor 100% $50.00/hr
Resource Allocator 200% $55.00/hr
Project Coordinator 200% $50.00/hr
Resource Manager 200% $45.00/hr
IBM Team 100% $200.00/hr
Technician 500% $40.00/hr
Software Coders 10,000% $60.00/hr
Database Administrator 200% $40.00/hr
Hardware $150,000.00
Software $200,000.00
Testing Team 10,000% $30.00/hr
Project Evaluator ' 100% $90.00/hr
Content Writer 500% $30.00/hr
Documentation Cost (Archive) $10,000.00
Trainers 200% $30.00/hr
The estimated budget or the cost of project is represented in the following table-
Task Name Duration Resource Names Cost
Queensland Health Payroll
System 819 days $1,482,440.00
Project Starts 0 days IBM Team, Project
Manager $0.00
Requirement Gathering 122 days $137,200.00
Identification and
Validation of Payroll system
Requirements
30 days Project Manager $21,600.00
Validation of the 30 days Resource Allocator, $24,000.00
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specifications of the Project Resource Manager
Identification of Project
Objectives 25 days Project Evaluator
',Project Manager $36,000.00
Identification of the Scope
of the Project 30 days Project Manager $21,600.00
Development of the Initial
Project Plan 30 days
Project
Coordinator ,Resource
Manager
$22,800.00
Sharing and
communicating the Project
Plan with the Stakeholders
7 days IBM Team $11,200.00
M1: Approval of Project
Plan 0 days $0.00
Project Initiation and
Planning 70 days $124,800.00
Preparing the Final
Project Plan 30 days IBM Team, Project
Manager $69,600.00
Estimating the Schedule
of the Project 15 days Project Manager $10,800.00
Estimating the Project
Budget 20 days Resource Allocator,
Resource Manager $16,000.00
Documentation of the
revised Project Plan 10 days
Content
Writer ,Documentation
Cost (Archive) [1]
$12,400.00
Approval for start of
Project 10 days IBM Team $16,000.00
M2: Initiation of
Development of the Payroll
System
0 days $0.00
Project Implementation 325 days $934,000.00
Understanding the
Specification of the software
to be developed
15 days
IBM Team, Project
Manager ,Software
Coders
$42,000.00
Designing the Interface 60 days Hardware [1],Software
[1],Software Coders $378,800.00
M3: Approval of the
Project Design 30 days IBM Team $48,000.00
Software Coding 100 days Hardware [1],Software
[1],Software Coders $398,000.00
Coding the Database 90 days Software Coders $43,200.00
Linking with Database 30 days Database Administrator,
Software Coders $24,000.00
M4: Completion of
Software Coding 0 days $0.00
Testing 90 days $21,600.00
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Unit Testing 30 days Testing Team $7,200.00
System Testing 60 days Testing Team $14,400.00
M5: Completion of Testing
Phase 0 days $0.00
Software Release 145 days $190,000.00
Software Demonstration 15 days
Project
Coordinator ,Project
Manager ,Project
Supervisor
$22,800.00
Software Go Live 10 days IBM Team $16,000.00
Users' Training 30 days Trainers $7,200.00
Bug Fixation 90 days IBM Team $144,000.00
M6: Successful Release of
a Functional Software 0 days $0.00
Project Closure 67 days $74,840.00
Project Evaluation 30 days Project Manager ,Project
Evaluator ' $43,200.00
Documentation 15 days Project Manager $10,800.00
Payment Completion 7 days Project Manager ,Project
Coordinator $7,840.00
Client Sign Off 10 days Project Manager $7,200.00
Resource Release 5 days
Project
Manager ,Resource
Allocator
$5,800.00
M7: Project Ends 0 days $0.00
The budget that is represented in the above table provides an idea of the cost flow in
development of the software. However, the project was complex and the budget of the project
underwent revision for a number of times.
4.2 Control Cost
Control cost is the practise of identifying the actual business expenses so that the project profit can be
increased. Cost control is an important aspect of project management and it helps in managing the costs
allocated for the project. There were certain loopholes in the process of cost management associated with
this project which resulted in the project going over budget.
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5 Quality Management
Quality Management in project is one of the important aspects of delivering a successful project. Quality
management process of a project indicates that a project is following an appropriate approach. Queensland
Health Payroll Project was a complete failure. One of the significant reason behind the same is that a project
of appropriate quality could not be delivered.
5.1 Quality Planning
Quality Planning is an important step of project planning, as this step identified the required
quality standards of the project. Quality planning stage was not executed in Queensland Health
Payroll project resulting in delivering of a defective project.
5.2 Quality Assurance Reviews
No quality assurance reviews were followed in Queensland Health Payroll project. This was
mainly because of improper or ineffective project testing.
5.3 Quality Control
Quality Control is a method of maintaining the set standards of a project. Since the
Queensland Health Payroll project failed, it can be assumed that no appropriate quality control
process was followed in the project.
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6 Human Resource Management
Human resources is the most important resource requirements of a project. Human Resource Management
is one of the ten knowledge areas of PMBOK. It is a strategic management process of the working of project
team that ensures implementation of project according to the project plan.
6.1 Roles and Responsibilities
One important aspect of project management is correct allocation of roles and responsibilities
in a project. For this project, it was the responsibility of the resource manager to assign
resources for each project activities.
It was the duty of the manager to develop a feasible project plan. It was the responsibility of
the resource manager to ensure continuous resource availability. The project team was
responsible for ensuring implementation of the project according the plan. However, it is seen
that the team failed in assigning proper responsibilities resulting in project failure.
6.2 Project Organisation Chart
The organization chart of the Queensland Health Payroll Project is represented in the following
picture-
Figure 4: Representing Project Organisation Chart
(Source: Created by author)
6.3 Availability and Commitment of Resources
Since the Queensland Health Payroll System project was complex, continuous availability of
the resources of the project was essential. The schedule of the project was unrealistic and
therefore it is obvious that the resource commitment were not present.
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6.4 Team Development
Team development is important in project management as it validates the planned approach of
project implementation. There were certain issues associated with Queensland Health Payroll
System project team members including improper communication and collaboration that in
turn resulted in project failure.
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7 Communications Management
Communication is important in project management as it helps in easier dispersion of the project progress
and status of the project. Communication can be controlled and managed by development of project plan.
There were issues with the communication management in Queensland Health Payroll Project that resulted
in project failure.
7.1 Manage Communications
Manage communication process in project management allows efficient communication flow
among the stakeholders of the project. There were issues with the communication Queensland
Health Payroll Project that increased the complexity of the project.
7.2 Control Communications
Communication in project management can be controlled by following a planned
communication process among the project team. For that it is necessary to develop a
communication plan that will be followed by every team members of a project. The
communication control was not is effect in Queensland Health Payroll project resulting in
ineffective communication among the team members.
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8 Risk Management
Each and every has to deal with a certain amount of risk that is needed to be mitigated. Appropriate risk
management is a significant aspect of project management since it ensures successful implementation of the
project. There were certain risks associated with Queensland Health Payroll project which were not
addressed in due time resulting in project failure.
8.1 Risk Management Processes, Systems and Tools
For accurate risk management process, use of certain risk management system and tools is
needed to be used. One of the most important risk management tool include development of
risk register for identification of the severe risks associated with the project.
8.2 Assumptions and Constraints
The assumptions considered in the risk management process of Queensland Health Payroll
project are as follows-
1. It is assumed that the project risk can be mitigated
2. It is assumed that the risk will not return after mitigation
The constraints associated with the project are as follows-
1. The project had an unrealistic schedule
2. The project budget undergone revision for a number of times
8.3 Risk Response and Control
Id Description Likelihood Consequence Rating Response Action
1 Schedule Risk High The project
might be
delayed
5 Risk
Avoidance
A realistic schedule was
needed to be prepared
2. Budget Risk High The project is
not
completed
within the set
budget
4 Risk
Avoidance
A realistic project budget was
needed to be set.
3. Resource Risk High Delay in
Project
4 Risk
Avoidance
A resource manager was
needed to be hired who would
be in charge of the ensuring
continuous resource
availability.
4. Technical Risks Medium Increasing
Project
Complexity
4 Risk
Transfer
IBM was in charge of
managing the technical risk.
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9 Procurement Management
Procurement Management is an important characteristics of project management that deals with acquiring of
the goods and services that are essential in the project. The procurement management process Queensland
Health Payroll project has been successfully executed.
9.1 Conduct Procurment
For conducing the procurement process in this project, the stakeholders of the project were
informed about the requirements and the specifications of the project. The procurement
process followed a planned approach and was a success.
9.2 Control and Close Procurements
The project manager and the procurement managers were responsible for controlling the
procurement process. The procurement was closed after the project release.
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10 Stakeholder Management
Stakeholder Management is one of the most important knowledge areas of PMBOK. The stakeholders
associated with the project is needed to be kept engaged for ensuring project success. Thus it is a critical
component of a project. There were certain issues associated with the stakeholder management process of
Queensland Health Payroll project that resulted in certain issues in project delivery.
10.1 Key Stakeholders
The main stakeholders associated with the project are as follows-
1. Project Manager
2. IBM
3. Queensland health Department
4. Employees
10.2 Manage Stakeholder Engagement
For management of the stakeholders of the project, a clear communication among the project
stakeholders are needed ensured. For that, a communication plan is needed to be developed.
However, certain issues with stakeholder engagement in Queensland Health Payroll project
was seen that increased the project complexity.
10.3 Control Stakeholder Engagement
For Queensland Health Payroll project, controlling the stakeholder engagement was essential.
Stakeholder engagement is important for successful project implementation, which could not
be achieved in Queensland Health Payroll project.
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11 Integration Management
Integration management is the process that ensures that the elements of a project is properly coordinated.
Accurate integration management is essential for integrating all the system and processes associated with a
project.
11.1 Change Control
A number of changes were enforced while implementation of the Queensland Health Payroll
project. The change controlled process were not correctly managed resulting in delay of the
project by 18 months and project going over budget.
11.2 Project Closure
Project Evaluation was done before the closure of the project. The Queensland Health Payroll
project is an example of project failure as it was delivered 18 months late. The project could
actually be completed in 2010 while it was scheduled to be completed in the year 2008.
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