Queensland Health Payroll System: Analysis, Governance, Funding

This case study analyzes the failure of the Queensland Health Payroll system, identifying key factors such as inadequate forward strategy, flawed governance and decision-making, poor people and change management, and insufficient funding. The discussion covers the complexities of the project, the impact of manual processes, and the consequences of delayed delivery and budget overruns. Recommendations are made for improving the situation through better governance frameworks, enhanced communication, and strategic funding allocation. The study concludes that successful project implementation requires effective management, adherence to schedules, proper resource allocation, and thorough stakeholder analysis. Desklib offers a wealth of similar solved assignments and past papers for students seeking academic assistance.

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QUEENSLAND HELATH PAYROLL SYSTEM
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1QUEENSLAND HELATH PAYROLL SYSTEM
Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Forward strategy for the payroll system:.....................................................................................2
Governance and decision making:...............................................................................................3
People and change:......................................................................................................................4
Funding:.......................................................................................................................................5
Conclusion...................................................................................................................................6
References........................................................................................................................................7

2QUEENSLAND HELATH PAYROLL SYSTEM
Introduction
Queensland Health Payroll system is regarded as one of the significant failure of the
project. There are various factors which were responsible for the failure. Apart from that the
mismanagement of the entire project and the delay in the delivery of the outcome added the
constraints for the success of the project. Apart from that the funding of the project went up to
300% up from the estimated budget (Sullivan et al., 2016). The main objective of this paper is to
discuss about the Queensland Health Payroll system and identifies the factors responsible for the
failure of the project (Raza, 2018). In order to do this the discussion is doe regarding the forward
strategy for the payroll system, governance and decision making applied to the project along
with the funding. From this discussion the factors responsible for the success of the project can
be identified and the probability of the mitigation of the failure of the project can be achieved.
Discussion
Forward strategy for the payroll system:
Description:
Queensland Health Payroll system is one of the major failed project. There are various reasons
responsible for the failure of the Queensland Health Payroll system. The delivery of the outcome
of the project was not in time. Apart from that the budget of the project was running out o the
estimated cost.
Identification of the project along with the justification:

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The Queensland Health Payroll system can be categorized as the project from complex
product services perspective. The overall complexity of the Queensland Health payroll system
was high. The outcome or the result of the project is dependent on managing of the complexity
of the project in a proper way.
Recommendation for the negotiation technique:
Forward strategy for the payroll system states the policies and the techniques
implemented for the improvisation of the entire outcome of the project and the success of the
project. For the Queensland project certain modifications have been taken. However all these
factors does not play a positive role for the improvisation of the outcome of the project.
Queensland health payroll system is considered as one of the complex project in the history of
payroll systems (Elston and MacCarthaigh, 2016). In this context some of the fundamental
features has played a negative role in the forward strategy of the Queensland health payroll
system. The delivery of the payroll for every fortnight was manual process. In this case there
was a chance of mistake which was not desirable. Approximately 200,000 process over 92,00
forms are needed to be done for every fortnight (Thite and Sandhu,2014). This process has made
the payroll system to encounter with error. Apart from that the delivery of the project was not on
time and the budget of the project exceeded the actual budget.
Description:
From the analysis of the case of the Queensland Health Payroll system it can be said that
some of the forward strategies can be taken in order to improve the situation.
The identification of the future deliveries of the objectives through the Queensland
Health payroll system is needed to be done. The identification of the prioritized model are

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needed to be taken care of and have to maintain a schedule for the implementation of the
functionality of the project. This will minimize the effect on the employees due to the
modification of the project (Eden and Sedera, 2014). The change in the pay date and change in
the process can be done in order to recover the over payment problem in the project. The
investigation and the comparative study can be done regarding the implementation of technical
system. It has been identified that LATTICE has been replaced by IBM “WorkBrain” and
CropTech. However, the time and the cost overrun in this case. In this situation the proper
implementation of the technology is needed to be done. Apart from that the automation that can
process large amount of forms once at a time can be done in the system.
Governance and decision making:
The main objective of the governance and decision making process is to make the further
improvement of the project. In this context the decisions are needed to be made in order to
improve the overall implementation of the project. The key changes those are needed to be done
in the project in order to resolve the issues are needed to be taken care of. The improvement and
the modifications will help to enhance the efficiency and the reduction in the manual entry of the
data. In case of the governance of the project, the framework of the current governance plan can
be followed. In the governance some of the factors must be included (Brown, 2014). These are
the current structure of the committee, engagement of the senior leaders and the well defined
responsibilities and roles for the each of the members in the project team.
Recommended approach to resolve conflict:
The main objective of the project governance framework is to ensure that the level of the
governance has been maintained in the process. The governance planning includes the

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enhancement of the project by the maximization of the “windows” or the improvisation of the
forwarding plan of ten project. The link is needed to be made between the payroll system and the
Queensland Health care financial system (Asgarkhani et al.,2017). These two system are
independent systems and the link can be generated by the enterprise framework for the portfolio
or project management (Tiernan, 2018). Moreover it is needed to be ensured that the
responsibility of the content released by the project and the technical deployment remain the
same. The periodic review process of the Queensland Health Payroll system is needed to be
implemented so that the feedback regarding the ongoing process under the project can be
improvised and deliver the outcome meeting the requirements of the client.
People and change:
The implementation of the change and the people attribute in the Queensland Health
Payroll system will include:
Procurement method and the justification of using this approach:
The right communication is needed to be done between the service delivery model and
operating team. Apart from that the trust of the stakeholders are needed to be gained. This can be
done through the noticeable improvements of the project, and increasing the effectiveness of the
processes in managing the risks and along with the right application of the benefits. The line
managers and staffs are needed to be aware about the results of the improvisation of the
performance, transparency and ability of the decision making process through the improvement
of the system (Philip,2015). It is needed to be ensured that the changes in the process will have
positive impact on the employees under the Queensland Health payroll system (Tursunbayeva et
al.,2016). Moreover it is needed to be ensured that the disruption or the changes has the impact

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on the outcome of the project and is improving the performance of the health payroll system. It
has been recognized that the award process has certain impacts on the overall performance of the
system. In this situation exploring the opportunities regarding the current award process in the
Queensland Health Payroll system is needed to be developed. Whole of the government
approach approved the all the stakeholders off the Queensland Health payroll system is needed to
be implemented in order to reduce the complexity off the current award system.
Funding:
The key cost drivers of the Queensland Health Payroll system is needed to be included
for the improvisation of the communication of the project. In this case the key cost drivers are
cost for the maintenance of the system and the recovering the defects in the system, cost for the
enhancement of the system and the improvisation of the whole project. Moreover the cost for the
minimum resources for the development of the Queensland Health Payroll system is also needed
to be considered in this case. The proper funding is needed to be done in order to cover all the
costs associated with the key cost drivers (Duffield and Whitty,2015). Currently, based on the
current requirements and the improvisations both funded and non funded components are present
in the system. In this situation of the stakeholders will get to know the shortfalls of the funding
components by comparing already implemented work versus the actual work to be implemented.
On the basis the receiving of the funding can be generated. This will also improve resource and
fund allocation for the implementations of the future objectives of the project (Cullen, 2017).
Apart from that the tracking of the activities in the health payroll system is needed to be done.
The analysis can be done through the identification of the level of the benefits those are
achieved from each of the activities or the initiatives of the project. On the basis of that the
allocation of the funding for each of the initiative can be taken.

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Conclusion
The discussion is regarding the Queensland Health Payroll system which is considered as
one of the biggest failures in the management of the project. There are different attributes those
were responsible for the failure of the project. These factors are identified in the different parts of
the discussion. There are certain improvisation those can be done for the recovery of the failed
project. Certain fields have been identified those can play a positive role in the recovery of the
project. These factors includes forward strategy, governance and decision making process,
people and change, funding for the project. The main failure of the project is caused by the
dependency on the manual process. Moreover, the project does not satisfied the requirements and
the objectives through causing the delay in the delivery of the outcome and running out of the
budget for the compilation. It can be concluded from the above discussion that the
implementation of the successful project needs the right management of the project along with
maintain the schedule and the right allocation of the resources along with the stakeholder
analysis is needed to be done in the process.

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References
Asgarkhani, M., Cater-Steel, A., Toleman, M. and Ally, M., 2017, December. Failed IT projects:
is poor IT governance to blame?. In Proceedings of the 28th Australasian Conference on
Information Systems (ACIS 2017). Australian Association for Information Systems.
Brown, D.R.B., 2014. An exploration of the role of ethics in leadership decision-making in
change initiatives in Queensland government owned corporations (Doctoral dissertation,
University of Southern Queensland).
Cullen, R., 2017. The use of ICT in the health sector in Pacific Island countries. In Achieving
Sustainable E-Government in Pacific Island States (pp. 305-335). Springer, Cham.
Duffield, S. and Whitty, S.J., 2015. Developing a systemic lessons learned knowledge model for
organisational learning through projects. International journal of project management, 33(2),
pp.311-324.
Eden, R. and Sedera, D., 2014. The largest admitted IT project failure in the Southern
Hemisphere: a teaching case. In Proceedings of the 35th International Conference on
Information Systems: Building a Better World Through Information Systems. AISeL.
Elston, T. and MacCarthaigh, M., 2016. Sharing services, saving money?.
Philip, K., 2015. Allied health: untapped potential in the Australian health system. Australian
Health Review, 39(3), pp.244-247.
Raza, B., 2018. Understanding the transition process in a public-private partnership outsourcing
context: An information systems case study (Doctoral dissertation, Auckland University of
Technology).

9QUEENSLAND HELATH PAYROLL SYSTEM
Sullivan, C., Staib, A., Ayre, S., Daly, M., Collins, R., Draheim, M. and Ashby, R., 2016.
Pioneering digital disruption: Australia’s first integrated digital tertiary hospital. Med J
Aust, 205(9), pp.386-389.
Thite, M. and Sandhu, K., 2014. Where is My Pay? Critical Success Factors of a Payroll
System–A System Life Cycle Approach. Australasian Journal of Information Systems, 18(2).
Tiernan, A., 2018. What Are the Consequences of Incessant Reform? Losing Trust, Policy
Capacity and Institutional Memory in the Queensland Core Executive. In Narrative Policy
Analysis (pp. 165-195). Palgrave Macmillan, Cham.
Tursunbayeva, A., Bunduchi, R., Franco, M. and Pagliari, C., 2016. Human resource information
systems in health care: a systematic evidence review. Journal of the American Medical
Informatics Association, 24(3), pp.633-654.