Queensland Health Payroll Program: Claims and Damages Report Details

This report provides a comprehensive analysis of the Queensland Health Payroll Program, focusing on project claims and damages. It examines four key projects: Forward Strategy for Payroll System, Governance and Decision-Making, People and Change, and Funding. Each project is broken down into platform foundations, behavioral factors, and processes, routines, and means, with detailed tables outlining Key Skills, Abilities, and Experiences (KSAEs) to maximize effectiveness and mitigate risks. The report emphasizes the importance of negotiation, risk management, stakeholder communication, and effective governance structures for successful SAP implementation. It also addresses the need for authentic leadership, a no-blame culture, innovation, and continuous improvement to ensure the program's success. Furthermore, it highlights the significance of transparency, mutual dependence, and accountability among stakeholders to foster a collaborative environment and achieve the program's objectives. This report provides valuable insights into the complexities of managing large-scale payroll projects and offers recommendations for minimizing claims and damages.

1
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

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
Table of Contents
PROJECT 1: FORWARD STRATEGY FOR PAYROLL SYSTEM...............................................3
Platform Foundation (p. 117-118)...............................................................................................3
Behavioral Factors (p. 119-120)..................................................................................................6
Processes, routines, and means (p. 121-122)...............................................................................9
PROJECT 2: GOVERNANCE AND DECISION-MAKING.......................................................13
Platform Foundation (p. 117-118).............................................................................................13
Behavioural Factors (p. 119-120)..............................................................................................16
Processes, routines, and means (p. 121-122).............................................................................19
PROJECT 3: PEOPLE AND CHANGE........................................................................................23
Platform Foundation (p. 117-118).............................................................................................23
Behavioural Factors (p. 119-120)..............................................................................................26
Processes, routines, and means (p. 121-122).............................................................................29
PROJECT 4: FUNDING...............................................................................................................32
Platform Foundation (p. 117-118).............................................................................................32
Behavioural Factors (p. 119-120)..............................................................................................35
Processes, routines, and means (p. 121-122).............................................................................38
References......................................................................................................................................42
2 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
3 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
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 to analyze the future
service model and payroll model of Queensland Health.
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are
itemized in the following tables.
Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE: To attain credibility and confidence in engaging
the relationship between the parties.
Project Management KSAE: It is highly required to offer the best
value and maintain significant emergency recovery plan for the
program in order to maintain collaborative circumstances.
Business Solution KSAE: The competitive resources associated with
the QH payroll programs must be evaluated.
Relational KSAE: The known and unknown risk associated with the
payrolls system can be impacted due to the Hospital Boards model.
2. Joint Governance
structure
Technical KSAE:
To attain such a platform where the collaboration of each distinct
4 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
stakeholders is needed by complying with the governance structure.
Project Management KSAE:
The combined impact of the project needs to be considered in order
to reduce the impact of staffs based on pay date, change program
initiative.
Business Solution KSAE:
The best value of governance structure must be yielded by engaging
each stakeholder including Queensland Government CIO.
Relational KSAE:
Successful implementation of SAP is desired for exploring risks,
benefits and associated costs to QH by engaging each stakeholder.
3. Integrated Risk
Mitigation Strategy
Technical KSAE:
Risk sharing conversation must be formulated amongst stakeholders
for reducing the risk associated with the new system.
Project Management KSAE:
Prioritising, identifying, documentation and communication are
highly required for reducing the integrated risk.
Business Solution KSAE:
Recovery of overpayments and proactive measures to initiate change
5 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
program by reducing lodging historical payroll forms is highly
required.
Relational KSAE:
The integration of SAP would benefit the structure of QH for
enhancing its planning activity.
4. Join
Communication
Strategy
Technical KSAE:
Common system and the process must be adopted with the
integration of change management approach for adopting SAP.
Project Management KSAE:
Integration of a wider group of stakeholder is required, (Bryde et al.
2013).
Business Solution KSAE:
Scanning initiative and system integration are required.
Relational KSAE:
Investigation of electronic rostering system options.
5. Co-location
Strategy
Technical KSAE:
Scalability and market scanning initiative to be adopted.
Project Management KSAE:
6 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
Integration of Queensland Government CIO and other stakeholder is
required.
Business Solution KSAE:
Appropriate market scanning initiative to be adopted.
Relational KSAE:
The longer-term vision for time and attendance business process is
required for QH.
Behavioral Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Authenticity, reflectiveness, spirit, wisdom is highly required.
Project Management KSAE:
The list of prioritized payroll must be integrated in order to minimize
the impact on staffs and reduce the risk associated.
Business Solution KSAE:
Appreciation nature is required.
Relational KSAE:
7 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
Pragmatism and authenticity are required to carry out the new payroll
system.
7. Trust-Control
Balance
Technical KSAE:
Planning and execution are highly required.
Project Management KSAE:
Safe workplace culture based on the QH payroll program.
Business Solution KSAE:
Relationship building amongst stakeholders and government is
required.
Relational KSAE:
Autonomy is highly required to initiate forms of trust.
8. Commitment to be
Innovative
Technical KSAE:
It is highly required to analyze, document and communicate the
payroll service and operating delivery models that are used by the
Queensland Health for innovation, (Phillips, 2013).
Project Management KSAE:
Innovative ideas to implement SAP are significant.
Business Solution KSAE:
8 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
Experimentation of the new system is required.
Relational KSAE:
High level of commitment from each stakeholder is required.
9. Common best-for-
project Mindset
and Culture
Technical KSAE:
Each member must have similar goals for implementation of SAP.
Project Management KSAE:
The challenges must be resolved for the integration of SAP.
Business Solution KSAE:
The performance and outcomes of the new system must be combined
for minimizing its impact on staffs.
Relational KSAE:
Support for recruitment and healthy payroll must be adopted.
10. No-blame Culture Technical KSAE:
Members must work co-ordinately and take their own responsibility
for its successful implementation.
Project Management KSAE:
The process to recover overpayments must be approved for an
9 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
efficient payroll system of QH without blaming.
Business Solution KSAE:
Each work must be completed with complete responsibility, (Rose,
2013).
Relational KSAE:
Time and effort should be provided without blaming others.
Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
10 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
11. Consensus
Decisions
Technical KSAE:
Enablers of consensus are required from each stakeholder for SAP
implementation.
Project Management KSAE:
Collaborative attitude for making informed decisions.
Business Solution KSAE:
Proactive measures for making informed decisions.
Relational KSAE:
Unanimous decision for making informed decisions.
12. Learning and
Continuous
Improvement
Technical KSAE:
Adaptability and cultural drivers for adoption of the new system.
Project Management KSAE:
Growth and higher experience are required.
Business Solution KSAE:
Successful adoption of the new payroll system.
Relational KSAE:
Collaboration and unity amongst staffs for its successful
11 | P a g e
Name-
Student ID-

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
implementation.
13. Incentive
Arrangements
Technical KSAE:
Quality work and higher productivity for the adoption of the new
payroll system.
Project Management KSAE:
Tension management approach must be initiated.
Business Solution KSAE:
Integration of a good compensation system and implementation of
change in pay date is required.
Relational KSAE:
Restructure of old policies and shift from historical pay forms is
required, (Kerzner and Kerzner, 2017).
14. Pragmatic
Learning-in-Action
Technical KSAE:
Experimental approaches must be considered as well for faster
integration of the new payroll system.
Project Management KSAE:
Effective monitoring for the adoption of SAP.
Business Solution KSAE:
12 | P a g e
Name-
Student ID-