Queensland Health Payroll Program: Claims and Damages Report Analysis

This report, prepared for the Queensland Health Payroll Program, analyzes project claims and damages, focusing on various elements to maximize effectiveness and mitigate risks. The report examines key areas such as platform foundations, behavioral factors, and processes, routines, and means. It provides detailed assessments of each element, including associated KSAEs (Knowledge, Skills, Abilities, and Experiences) to maximize the effectiveness of the project. The report also explores different strategies to optimize project outcomes, including joint governance structures, integrated risk mitigation, and communication strategies. Furthermore, it considers the impact of behavioral factors like authentic leadership, trust-control balance, and commitment to innovation on project success. The analysis also delves into processes, routines, and means such as consensus decisions, learning and continuous improvement, and incentive arrangements. The report concludes with a bibliography of relevant sources to support the analysis. This report is a valuable resource for students studying project management, business development, and related fields, offering insights into practical strategies for managing claims and damages in complex projects.

PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
PPMP20011 Project Claims and
Damages Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 10th May, 2018
Project Ownership: Project Manager
Prepared by: (Please fill)
Distribution List: Stakeholders
5 PROJECT 4: FUNDING
The stakeholders of the project are responsible for the project funding so that the QH health
payroll program can gain of profitable into their business.
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 “Focus on
Integrated Design and Delivery Procurement Arrangements”.
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages
are itemized in the following tables.
5.1 Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
It is medium as the project manager is emphasized the plan of
project with project controlling as well as monitoring.
Project Management KSAE:
It is high as the project management activities are consisted of
delivering the procurement agreements to gain of integrated
design approaches.
Business Solution KSAE:
It is high as funding of the project work is related with cost
management which are required to do the business functions.
Relational KSAE:
It is low as the project team members are not participating into the
project work properly.
2. Joint Governance
structure
Technical KSAE:
It is low due to not proper maintenance of the project governance
structure.
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PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
Project Management KSAE:
It is high due to proper contract management to develop of the
project phases.
Business Solution KSAE:
It is low as there is no proper organizational structure to provide
better business solutions.
Relational KSAE:
It is low as the team members are not collaborated and contracted
the project manager in case of difficulties.
3. Integrated Risk
Mitigation
Strategy
Technical KSAE:
It is low due to improper implementation and upgrade of SAP into
the Queensland health programs.
Project Management KSAE:
It is high as the project funding resolves of project related issues.
Business Solution KSAE:
It is high as there is proper management of payroll system.
Relational KSAE:
It is low due to lack of collaboration.
4. Join
Communication
Strategy
Technical KSAE:
It is low due to not resolving of funding issues.
Project Management KSAE:
It is high for taking of proper project related decisions to create
project values.
Business Solution KSAE:
It is high as the business solutions are developed based on win-
win solutions.
Relational KSAE:
It is high due to strong collaboration among project manager and
stakeholders.
5. Co-location
Strategy
Technical KSAE:
It is low due to improper maintenance of the technical equipments
and payroll system.
Project Management KSAE:
It is high due to effective QH program for managing the project
related issues.
Business Solution KSAE:
It is high due to adoption of enterprise frameworks.
Relational KSAE:
It is low due to conflict in relationships with the project participants
of the project work.
5.2 Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
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PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
6. Authentic
Leadership
Technical KSAE:
It is high due to decisions which demonstrate the project related
issues.
Project Management KSAE:
It is high as the project manager comes on organizational learning
processes.
Business Solution KSAE:
It is low as the business requirements are not identified properly.
Relational KSAE:
It is low as there is no such evaluation of the payroll operations.
7. Trust-Control
Balance
Technical KSAE:
It is low due to lack of technical skills.
Project Management KSAE:
It is low as there is lack of trust on the project manager.
Business Solution KSAE:
It is high as funding of the project work is related with cost
management which are required to do the business functions.
Relational KSAE:
It is low as there is lack of evaluation of the payroll operations to
deliver the business models.
8. Commitment to
be Innovative
Technical KSAE:
It is low due to improper implementation and upgrade of SAP into
the Queensland health programs.
Project Management KSAE:
It is high for taking of proper project related decisions to create
project values.
Business Solution KSAE:
It is low as there is lack of conflicts into relationships to assess the
payroll management system.
Relational KSAE:
It is low as there is lack of team collaboration.
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
It is high as proper implementation of SAP into Queensland
Health.
Project Management KSAE:
It is low due to change because of identity lies among the culture
of people.
Business Solution KSAE:
It is high as the project manager identifies the stakeholder’s
culture.
Relational KSAE:
It is low due to conflict among the project stakeholders.
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PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
10. No-blame Culture Technical KSAE:
It is low due to not resolving of funding issues.
Project Management KSAE:
It is high for taking of proper project related decisions to create
project values.
Business Solution KSAE:
It is low as there is no proper organizational structure to provide
better business solutions.
Relational KSAE:
It is low as the project team members are not participating into the
project work properly.
5.3 Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
It is low due to improper maintenance of the technical equipments
and payroll system.
Project Management KSAE:
It is high for taking of proper project related decisions to create
project values.
Business Solution KSAE:
It is high due to proper taking of the business related decisions
regarding implementation of QH programs.
Relational KSAE:
It is high due to proper communicational plan to interact with the
project team members.
12. Learning and
Continuous
Improvement
Technical KSAE:
It is high due to development of agreement among the clients
along with the management contractors.
Project Management KSAE:
It is low due to management of project related issues.
Business Solution KSAE:
It is low due to improper management of the business solutions.
Relational KSAE:
It is low due to due to conflict into relationships of the project
participants.
13. Incentive
Arrangements
Technical KSAE:
It is high due to development of incentive programs into the QH
programs.
Project Management KSAE:
It is high due to proper contract management to develop of the
project phases.
Business Solution KSAE:
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PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
It is high due to proper management of the payroll management
system.
Relational KSAE:
It is low due to lack of collaboration and communication.
14. Pragmatic
Learning-in-
Action
Technical KSAE:
It is low due to improper implementation and upgrade of SAP into
the Queensland health programs.
Project Management KSAE:
It is high due to proper contract management to develop of the
project phases.
Business Solution KSAE:
It is high as funding of the project work is related with cost
management which are required to do the business functions.
Relational KSAE:
It is low as the project team members are not participating into the
project work properly.
15. Transparency Technical KSAE:
It is low due to improper maintenance of the technical equipments
and payroll system.
Project Management KSAE:
It is high as helps to manage the profit which is generated from the
payroll system.
Business Solution KSAE:
It is high as funding of the project work is related with cost
management which are required to do the business functions.
Relational KSAE:
It is low due to project conflict due to lack of business
requirements.
16. Mutual
Dependence and
Accountability
Technical KSAE:
It is high due to decisions which demonstrate the project related
issues.
Project Management KSAE:
It is low as there is lack of trust on the project manager.
Business Solution KSAE:
It is low due to improper understanding of funding requirements for
implementation of proposed system.
Relational KSAE:
It is low as the project team members are not participating into the
project work properly.
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PROJECT CLAIMS AND DAMAGES REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
2 BIBLIOGRAPHY
Corazzini, L., Cotton, C. and Valbonesi, P., 2015. Donor coordination in project
funding: Evidence from a threshold public goods experiment. Journal of Public
Economics, 128, pp.16-29.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement
arrangements. Project Management Institute.
Willis, C.A. and Camp, B., 2017. Small Project Funding Through Grants and
Donations. Journal of Hospital Librarianship, 17(2), pp.166-173.
Zinilli, A., 2016. Competitive project funding and dynamic complex networks:
evidence from Projects of National Interest (PRIN). Scientometrics, 108(2),
pp.633-652.
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