Queensland Health Payroll Project

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

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Table of Contents
Background of the Case.......................................................................................................2
Discussion of the Standard Criteria.....................................................................................2
Identification and Justification of Criteria of Project Success.............................................4
Critical analysis of QHP Project based on the chosen criteria............................................6
Analysis on Basis of Triple Constraint............................................................................6
Analysis on Basis of Customers’ Expectation.................................................................6
Analysis on Basis of Project Management......................................................................7
Conclusion...........................................................................................................................8
Suggestions/Recommendation.............................................................................................8
References..........................................................................................................................10

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Background of the Case
The project chosen for analysis is “Queensland Health Payroll” (QHP) project. The
chosen project is an example of a failed project. The project was undertaken by Queensland
Health which is a public sector healthcare provider of Queensland State of Australia. The first
stage of the two stages payroll solution was implemented by Queensland health in March 2010.
The project was implemented under the management of IBM and CorpTech (Thite and Sandhu
2014). The consequence of this venture can be designated as an instance of project catastrophe in
many aspects including delayed delivery and project going over budget by 300%.
Project accomplishment or failure can be interpreted in a number of ways and therefore
success and failure aspects related to each project vary. The report aims to discuss the critical
criteria linked with successful accomplishment and failure of the chosen project. The report aims
in understanding and justifying of the reasons that is accurate for judging the failure and success
of QHP project. On basis of the chosen criteria, a critical analysis of the QHP venture is
presented in this document.
Discussion of the Standard Criteria
Project success criteria or factor refer to the measurable terms related to project outcome
which is acceptable to the end users, stakeholders or the customers for whom the project is
designed.
All the projects are needed to be carried out under certain constraints, which include the
constraint of time, cost and scope. These constraints are commonly known as triple constraint or
iron triangle of project management (Atkinson 1999). One of the standard principles of project
accomplishment or failure is linked with the “iron triangle”. A project can be labelled as a

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success if it can be accomplishment within a set deadline, has no scope creep and can be
implemented in a set budget (Coronado and Antony 2002).
It is to be investigated whether a project is a success only if its meets the triple constraint
or whether, there are other aspects that determines the success of a project. Apart from the triple
constraint, there are certain other factors that defines the accomplishment of a project (Shirazi,
Kazemipoor and Tavakkoli-Moghaddam 2017). These factors include the technical performance
of the project that has been implemented, customers’ acceptance along with the organizational
and cultural impact (Duncan 2004). The project success criteria is further related to the
appropriate management of the project risk. There are high probabilities of project failure if
critical risks in any undertaken work are not appropriately addressed.
It is often seen that poor estimation of the project needs or the standard expectations of
the stakeholders, leads to failure of the project. Poor estimation in a project generally increases
the project risks and contributes to its failure (Todorović et al 2015). Therefore, it can be
indicated that the standard criteria of project accomplishment or failure might differ in every
project depending on the expectations of the project.
It is possible to ascertain the successful accomplishment of an undertaken project by an
effective process of project management (Mir and Pinnington 2013). Proper management of a
project can help the team in identification of the major project risks and further helps in
management of those risks. Therefore, project success can be linked with the practice of effective
project management.
Different stakeholders’ groups might have different perception of project success (Davis
2013). To some, fulfilment of the stakeholders’ expectations can be considered as a principle