Queensland Health Payroll Program Project Claims and Damages Report

This report, focused on the Queensland Health Payroll Program, analyzes project claims and damages, drawing from the PPMP20011 Projects Negotiation and Conflict Report. It details two key projects, outlining preferred procurement methods and subthemes with Knowledge, Skills, Abilities, and Experience (KSAE) to mitigate risks. The report covers platform foundations, behavioral factors, and processes to reduce claims and damages. It also emphasizes the importance of authentic leadership, trust-control balance, commitment to innovation, a common best-for-project mindset, and a no-blame culture. Furthermore, the report examines consensus decisions, continuous improvement, incentive arrangements, pragmatic learning-in-action, transparency, and mutual dependence and accountability within the program. These elements are crucial for effective project management and governance, aiming to improve efficiency and reduce costs within the Queensland Health payroll system. The report also highlights the integration of technical, project management, business solution, and relational KSAEs across various project elements.

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
ENTER YOUR NAME WITH STUDENT ID PAGE 2
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.
Guidance boxes like this should be deleted when you have finished with the contents: position the cursor on the
border, left click when a cross appears and press delete.

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
ENTER YOUR NAME WITH STUDENT ID PAGE 6

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
market to understand the range
Relational KSAE:
framework across QH has and continues to have a significant
impact on the performance
12. Learning and
Continuous
Improvement
Technical KSAE:
The technical service provider requires further consideration,
consultation and planning.
Project Management KSAE:
number of other health agencies have deployed multiple solutions
across their networks
Business Solution KSAE:
hub and spoke’ model was in operation
Relational KSAE:
13. Incentive
Arrangements
Technical KSAE:
It is important to recognise that QH’s highest priority
Project Management KSAE:
Queensland Government and QH to reach agreement
Business Solution KSAE:
Ernst and Young was for QH to continue with a two-phased
approach of: 1) stabilisation and 2) optimisation of the existing
system (Kerzner 2014).
Relational KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
14. Pragmatic
Learning-in-
Action
Technical KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
Project Management KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time.
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
ENTER YOUR NAME WITH STUDENT ID PAGE 7

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Relational KSAE:
hub and spoke’ model was in operation
15. Transparency Technical KSAE:
During the remainder of 2010, a review of the suitability of the SAP
/ Workbrain systems was undertaken
Project Management KSAE:
One of this projects focussed on future payroll solution options
Business Solution KSAE:
Collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Relational KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
16. Mutual
Dependence and
Accountability
Technical KSAE:
QH HR system from the Whole-of- Government system have been
commenced
Project Management KSAE:
there are over 200 separate allowances across the awards and
agreements
Business Solution KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Relational KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce,
2 PROJECT 2: GOVERNANCE AND DECISION-MAKING
The preferred form of procurement as an outcome from the negotiation process for Project 2
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.
2.1 Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
QH payroll both prior to ‘go-live’ and immediately following ‘go-live’
were not adequate
Project Management KSAE:
ENTER YOUR NAME WITH STUDENT ID PAGE 8

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
One of this projects focussed on future payroll solution options
Business Solution KSAE:
QH has put significant effort into resolving these issues and has
developed a plan to address the highest priorities with six key
projects
Relational KSAE:
KPMG agrees with QH’s assessment
2. Joint Governance
structure
Technical KSAE:
A significant number of customisations have been made to both
Workbrain (1,029 customisations) and SAP (1,507 customisations
Project Management KSAE:
KPMG agrees with QH’s assessment
Business Solution KSAE:
framework across QH has and continues to have a significant
impact on the performance
Relational KSAE:
number of other health agencies have deployed multiple solutions
across their networks
3. Integrated Risk
Mitigation
Strategy
Technical KSAE:
significant delays and cost overruns associated with the delivery of
SAP
Project Management KSAE:
One of this projects focussed on future payroll solution
options
Business Solution KSAE:
collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Relational KSAE:
4. Join
Communication
Strategy
Technical KSAE:
QH is made up of two interfacing software systems
Project Management KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Business Solution KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time (Lloyd-Walker and Walker 2015).
ENTER YOUR NAME WITH STUDENT ID PAGE 9

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Relational KSAE:
hub and spoke’ model was in operation
5. Co-location
Strategy
Technical KSAE:
hub and spoke’ model was in operation
Project Management KSAE:
One of this projects focussed on future payroll solution options
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
Relational KSAE:
salaries to QH’s 85,000 employees each fortnight
2.2 Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
the payroll service involve a significant number of manual ‘work-
arounds’
Project Management KSAE:
Managing Successful Programs (MSP®) and PRINCE2 for the
management of the individual projects.
Business Solution KSAE:
hub and spoke’ model was in operation
Relational KSAE:
Queensland Government and QH to reach agreement
ENTER YOUR NAME WITH STUDENT ID PAGE 10

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
7. Trust-Control
Balance
Technical KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
Project Management KSAE:
There is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Business Solution KSAE:
prudent for QH to make a targeted approach to the external
market to understand the range
Relational KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
8. Commitment to
be Innovative
Technical KSAE:
there are over 200 separate allowances across the awards and
agreements
Project Management KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
Business Solution KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m
Relational KSAE:
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
Approximately 3,200 employees across QH have concurrent
employment arrangements
Project Management KSAE:
QH to continue with a two-phased approach of: 1) stabilisation and
2) optimisation of the existing system.
Business Solution KSAE:
KPMG agrees with QH’s assessment (Lloyd-Walker and Walker
2015).
Relational KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
ENTER YOUR NAME WITH STUDENT ID PAGE 11

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
staff
10. No-blame Culture Technical KSAE:
number of other health agencies have deployed multiple solutions
across their networks
Project Management KSAE:
One of this projects focussed on future payroll solution
options
Business Solution KSAE:
Relational KSAE:
the timeframe for the full technical separation is currently
estimated to be the end of 2012.
2.3 Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
It is important to recognise that QH’s highest priority
Project Management KSAE:
KPMG agrees with QH’s assessment
Business Solution KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time.
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
12. Learning and
Continuous
Improvement
Technical KSAE:
During the remainder of 2010, a review of the suitability of the SAP
/ Workbrain systems was undertaken
Project Management KSAE:
Business Solution KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Relational KSAE:
ENTER YOUR NAME WITH STUDENT ID PAGE 12

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
significant delays and cost overruns associated with the delivery of
SAP
13. Incentive
Arrangements
Technical KSAE:
there are over 200 separate allowances across the awards and
agreements
Project Management KSAE:
there is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Business Solution KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
Relational KSAE:
salaries to QH’s 85,000 employees each fortnight
14. Pragmatic
Learning-in-
Action
Technical KSAE:
QH payroll both prior to ‘go-live’ and immediately following ‘go-live’
were not adequate
Project Management KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m
Business Solution KSAE:
framework across QH has and continues to have a significant
impact on the performance
Relational KSAE:
the timeframe for the full technical separation is currently
estimated to be the end of 2012.
15. Transparency Technical KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce,
Project Management KSAE:
Whole-of-Government system for payroll had been identified as
SAP ECC5 and Workbrain
Business Solution KSAE:
One of this projects focussed on future payroll solution
options
Relational KSAE:
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
16. Mutual
Dependence and
Accountability
Technical KSAE:
hub and spoke’ model was in operation
Project Management KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Business Solution KSAE:
Ernst and Young was for QH to continue with a two-phased
approach of: 1) stabilisation and 2) optimisation of the existing
system.
Relational KSAE:
salaries to QH’s 85,000 employees each fortnight
3 PROJECT 3: PEOPLE AND CHANGE
The preferred form of procurement as an outcome from the negotiation process for Project 2
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.
3.1 Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
number of other health agencies have deployed multiple solutions
across their networks
Project Management KSAE:
QH has put significant effort into resolving these issues and
has
Business Solution KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations (delimiter.com.au. 2012).
Relational KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations)
2. Joint Governance
structure
Technical KSAE:
QH HR system from the Whole-of- Government system have been
commenced
Project Management KSAE:
the payroll service involve a significant number of manual ‘work-
arounds’
ENTER YOUR NAME WITH STUDENT ID PAGE 14

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Business Solution KSAE:
Queensland Government and QH to reach agreement
Relational KSAE:
there are over 200 separate allowances across the awards and
agreements
3. Integrated Risk
Mitigation
Strategy
Technical KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
Project Management KSAE:
hub and spoke’ model was in operation
Business Solution KSAE:
One of this projects focussed on future payroll solution
options
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
4. Join
Communication
Strategy
Technical KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
Project Management KSAE:
there is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Business Solution KSAE:
Ernst and Young was for QH to continue with a two-phased
approach of: 1) stabilisation and 2) optimisation of the existing
system.
Relational KSAE:
the timeframe for the full technical separation is currently
estimated to be the end of 2012.
5. Co-location
Strategy
Technical KSAE:
significant delays and cost overruns associated with the delivery of
SAP
Project Management KSAE:
number of other health agencies have deployed multiple solutions
ENTER YOUR NAME WITH STUDENT ID PAGE 15

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
across their networks
Business Solution KSAE:
collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Relational KSAE:
Approximately 3,200 employees across QH have concurrent
employment arrangements
3.2 Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
It is important to recognise that QH’s highest priority
Project Management KSAE:
Managing Successful Programs (MSP®) and PRINCE2 for the
management of the individual projects.
Business Solution KSAE:
prudent for QH to make a targeted approach to the external
market to understand the range
Relational KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m (delimiter.com.au. 2012).
7. Trust-Control
Balance
Technical KSAE:
QH payroll both prior to ‘go-live’ and immediately following ‘go-live’
were not adequate
Project Management KSAE:
framework across QH has and continues to have a significant
impact on the performance
Business Solution KSAE:
KPMG agrees with QH’s assessment
Relational KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
8. Commitment to
be Innovative
Technical KSAE:
During the remainder of 2010, a review of the suitability of the SAP
/ Workbrain systems was undertaken
ENTER YOUR NAME WITH STUDENT ID PAGE 16

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Project Management KSAE:
hub and spoke’ model was in operation
Business Solution KSAE:
One of this projects focussed on future payroll solution
options
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
QH is made up of two interfacing software systems
Project Management KSAE:
QH in key documents reviewed by KPMG and a summary of these
costs is provided in this report.
Business Solution KSAE:
Queensland Government and QH to reach agreement
Relational KSAE:
10. No-blame Culture Technical KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce,
Project Management KSAE:
there is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
Relational KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
3.3 Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
QH is made up of two interfacing software systems
ENTER YOUR NAME WITH STUDENT ID PAGE 17

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Project Management KSAE:
the highest priorities with six key projects
Business Solution KSAE:
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
12. Learning and
Continuous
Improvement
Technical KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
Project Management KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m
Business Solution KSAE:
Ernst and Young was for QH to continue with a two-phased
approach of: 1) stabilisation and 2) optimisation of the existing
system.
Relational KSAE:
number of other health agencies have deployed multiple solutions
across their networks
13. Incentive
Arrangements
Technical KSAE:
salaries to QH’s 85,000 employees each fortnight
Project Management KSAE:
developed a plan to address the highest priorities with six
key projects
Business Solution KSAE:
there are over 200 separate allowances across the awards and
agreements
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
14. Pragmatic
Learning-in-
Action
Technical KSAE:
new system would be a minimum of 2-3 years
Project Management KSAE:
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PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
A significant number of customisations have been made to both
Workbrain (1,029 customisations) and SAP (1,507 customisations
Business Solution KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
15. Transparency Technical KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce,
Project Management KSAE:
the payroll service involve a significant number of manual ‘work-
arounds’
Business Solution KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
Relational KSAE:
salaries to QH’s 85,000 employees each fortnight
16. Mutual
Dependence and
Accountability
Technical KSAE:
QH HR system from the Whole-of- Government system have been
commenced
Project Management KSAE:
number of other health agencies have deployed multiple solutions
across their networks
Business Solution KSAE:
One of this projects focussed on future payroll solution
options
Relational KSAE:
Approximately 3,200 employees across QH have concurrent
employment arrangements
ENTER YOUR NAME WITH STUDENT ID PAGE 19

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
4 PROJECT 4: FUNDING
The preferred form of procurement as an outcome from the negotiation process for Project 2
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.
4.1 Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
Project Management KSAE:
QH has put significant effort into resolving these issues and has
developed a plan to address
Business Solution KSAE:
One of this projects focussed on future payroll solution options
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
2. Joint Governance
structure
Technical KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Project Management KSAE:
QH in key documents reviewed by KPMG and a summary of these
costs is provided in this report.
Business Solution KSAE:
there is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Relational KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
3. Integrated Risk
Mitigation
Strategy
Technical KSAE:
It is important to recognise that QH’s highest priority
Project Management KSAE:
KPMG agrees with QH’s assessment
ENTER YOUR NAME WITH STUDENT ID PAGE 20

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
Relational KSAE:
new system would be a minimum of 2-3 years
4. Join
Communication
Strategy
Technical KSAE:
QH payroll both prior to ‘go-live’ and immediately following ‘go-live’
were not adequate
Project Management KSAE:
there are over 200 separate allowances across the awards and
agreements
Business Solution KSAE:
collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Relational KSAE:
number of other health agencies have deployed multiple solutions
across their networks
5. Co-location
Strategy
Technical KSAE:
During the remainder of 2010, a review of the suitability of the SAP
/ Workbrain systems was undertaken (delimiter.com.au. 2012).
Project Management KSAE:
Queensland Government and QH to reach agreement
Business Solution KSAE:
framework across QH has and continues to have a significant
impact on the performance
Relational KSAE:
significant delays and cost overruns associated with the delivery of
SAP
4.2 Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Project Management KSAE:
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Managing Successful Programs (MSP®) and PRINCE2 for the
management of the individual projects.
Business Solution KSAE:
prudent for QH to make a targeted approach to the external
market to understand the range
Relational KSAE:
QH employs approximately 85,000 staff across a range of
professional occupations,
7. Trust-Control
Balance
Technical KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce,
Project Management KSAE:
collaboratively engages with RMG and RWG to deliver the
required Payroll systems.
Business Solution KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m
Relational KSAE:
Ernst and Young was for QH to continue with a two-phased
approach of: 1) stabilisation and 2) optimisation of the existing
system.
8. Commitment to
be Innovative
Technical KSAE:
number of other health agencies have deployed multiple solutions
across their networks
Project Management KSAE:
One of this projects focussed on future payroll solution
options
Business Solution KSAE:
There is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Relational KSAE:
The timeframe for the full technical separation is currently
estimated to be the end of 2012.
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
QH HR system from the Whole-of- Government system have been
commenced
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Project Management KSAE:
KPMG agrees with QH’s assessment
Business Solution KSAE:
It is important to recognise that, even though significant progress
has been made in stabilising the QH payroll system,
Relational KSAE:
QH operated a Lattice payroll system and ESP as a rostering
system
10. No-blame Culture Technical KSAE:
there are over 200 separate allowances across the awards and
agreements
Project Management KSAE:
Workbrain (1,029 customisations) and SAP (1,507 customisations
Business Solution KSAE:
The governance framework has been adapted as the payroll
portfolio has evolved over time.
Relational KSAE:
hub and spoke’ model was in operation
4.3 Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
During the remainder of 2010, a review of the suitability of the SAP
/ Workbrain systems was undertaken
Project Management KSAE:
salaries to QH’s 85,000 employees each fortnight
Business Solution KSAE:
One of this projects focussed on future payroll solution options
Relational KSAE:
processing of pays was undertaken locally and there were close
working relationships between line managers and local payroll
staff
12. Learning and
Continuous
Improvement
Technical KSAE:
Approximately 3,200 employees across QH have concurrent
employment arrangements
Project Management KSAE:
significant delays and cost overruns associated with the delivery of
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SAP
Business Solution KSAE:
Queensland Government and QH to reach agreement
Relational KSAE:
QH has experienced since the implementation of the payroll
system in March 2010.
13. Incentive
Arrangements
Technical KSAE:
a Payroll Portfolio which brought together all the key payroll
activities including the DG’s Taskforce (Lloyd-Walker and Walker
2015).
Project Management KSAE:
A significant number of customisations have been made to both
Workbrain (1,029 customisations) and SAP (1,507 customisations
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,
14. Pragmatic
Learning-in-
Action
Technical KSAE:
QH to continue with a two-phased approach of: 1) stabilisation and
2) optimisation of the existing system.
Project Management KSAE:
there is typically a ‘shake down’ period after each Release where
unforeseen impacts need to be identified and rectified.
Business Solution KSAE:
prudent for QH to make a targeted approach to the external
market to understand the range
Relational KSAE:
1,010 payroll staff are currently required to deliver approximately
$250m
15. Transparency Technical KSAE:
It is important to recognise that QH’s highest priority
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Project Management KSAE:
collaboratively engages with RMG and RWG to deliver the
required Payroll 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:
new system would be a minimum of 2-3 years
16. Mutual
Dependence and
Accountability
Technical KSAE:
QH payroll both prior to ‘go-live’ and immediately following ‘go-live’
were not adequate
Project Management KSAE:
QH in key documents reviewed by KPMG and a summary of these
costs is provided in this report.
Business Solution KSAE:
One of this projects focussed on future payroll solution options
Relational KSAE:
framework across QH has and continues to have a significant
impact on the performance
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5 REFERENCE
delimiter.com.au. 2012. Review of the Queensland Health Payroll System. [ONLINE]
Available at: https://delimiter.com.au/wp-content/uploads/2012/06/KPMG_audit.pdf.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Kerzner, H., 2014. Advanced project management: Best practices on implementation. John
Wiley & Sons.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement
arrangements. Project Management Institute.
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