This report provides a comprehensive analysis of the Queensland Health Payroll (QHP) project failure, a case study highlighting critical issues in project management. The QHP project, contracted to IBM, aimed to replace an outdated payroll system but suffered significant setbacks, including an 18-month delay and a 300% budget overrun. The report delves into three primary areas of failure: time management, scope management, and cost management. Time management issues stemmed from underestimation of project duration, leading to missed deadlines. Scope management problems arose from unclear project objectives and inadequate scope definition, contributing to delays and cost increases. Cost management issues included significant budget revisions and overspending, compounded by changes in business requirements. The analysis includes detailed discussions of each issue, exploring their impact on the project's overall outcome, and concludes with recommendations for improving project management practices, emphasizing the importance of accurate time estimation, clear scope definition, and effective cost control to prevent similar failures in future projects.