Answer To: Page | 1 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College...
Hartirath answered on Aug 29 2021
Queensland Health
Queensland Health
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Contents
Queensland Health and its Payroll System Project 3
What were the objectives of the case project? 3
What were the main issues associated with the Case Project? 3
What were the failures with the early implementation of this project? 5
What were the cost overruns and schedule delays and what contributed to these? 7
What was the early delivery method for this project? 8
What changed in the final delivery method if the project was not cancelled? If it was cancelled what was the main cause of cancellation of the project? 9
Main cause of cancellation of the project 9
What recommendations would you make if you were assigned as Project Manager of this project in its earlier stage? 11
Conclusion 13
References 15
Queensland Health and its Payroll System Project
It is said that the 2010 Queensland Department of Health’s payroll system implementation disaster was the spectacular technical project failure in southern hemisphere, as well as arguably a second most serious public administration failure in Australian history (Glass, 2013). This year's fire treatment is the first. Queensland Health is a public sector healthcare provider in Queensland, Australia, in the northeastern part of Australia. It also provides aged, medical or dental care services in Queensland, which is the geographically dispersed area of each state in Australia (Dolfing, 2019). The Queensland Department of Health wants to make sure that enough healthcare services are provided in several remote areas of state. The state has population of 6.07 million and an area of 1.95 million squarekm.
What were the objectives of the case project?
The association also provides a hospital services to around 50,000 people every day and is answerable for around 85,000 workers in 300 locations (L., 2019). The Queensland Government and IBM Australia signed a contract of $6.19 million to exchange Queensland well being aging wage system, which eventually resulted in more than 35,000 wage errors, which would eventually cost taxpayers up to A$1.25 billion, equivalent to approximately 850 million (Glass, 2013). After the system went live, a huge number of Queensland Department of Health workers, including nurses and doctors, either had incorrect salaries or no salaries at all. The result was the resignation of Health Minister, strikes and the loss of other staff.
What were the main issues associated with the Case Project?
There are many reasons for the failure of any type of project. Analysts pointed out that many other reasons, such as insufficient resources, improper resource allocation, poor communication, and misplaced goals, may be the reasons why the project was not completed on time or on budget (Hall et al., 2018). However, when projects fail due to all these concerns (and many other contributing factors), the high economic costs of the disaster often drown out a high degree of disappointment. This is the case with the digital wage disaster in the Queensland African Union health sector.
System availability
During the payroll transition of the new system, there are major problems with the system accessibility of the payroll system, which reduces the available time of processing (Hall, Hager and Orentlicher, 2010). This creates a primary backlog of the payroll as well as adjustments that are not processed in the period before the online date, which grows in subsequent payment time. It took about eight months to process backlog of salary adjustments moreover forms to back to the previous normal level (Klein, 2010).
Performance issues
Degree of retrospectiveness of the QHS payroll system allows staff to submit work forms finished up to 6 years ago, which is causing major problems in the performance of the payroll system (Hanin and Popova, 2019).
System issues
As of May 2, 2012, 620 recorded system problems have been recorded, of which 78 were found to have probability to affect worker wages (He, 2016). System defect repairs and enhancements need to be carried out in the designated "major release" plan, of which three are planned every year. Since other "solutions" should be prioritized, including payment date changes, changes related to corporate bargaining changes, legislative compliance changes, etc., there are some delays in resolving specific deficiencies and problems (Mbotor, 2019). A lasting approach to implement critical system changes because that release window can be used effectively.
Entitlements and Overpayments
As of May 2012, the Queensland Department of Health has overpaid A$113.3 million to employees, of which A$17.2 million has been repaid, A$3.4 million has been waived, and the outstanding amount is A$9 million (Rindri, Ferdiana and Hartanto, 2019). According to the Financial Accountability Act of 2009, the Queensland Department of Health is obliged to recover these payments; however, the Queensland Department of Health has suspended the implementation of the Queensland Department of Health to prevent the Queensland Department of Health to initiate overpayment recovery (Queensland, 2017). The Queensland Department of Health needs to fund the fringe benefits tax (FBT) debt related to the overpayment, which brings a huge additional cost burden to the Queensland Department of Health. After implementing the pastly agreed suspension of overpayment periods, the amount has increased by around A$1.7 million each two weeks. Additionally to overpayment, further investigation and analysis of employees’ leave and balances are required (Sobanska, Wencel and Kalinowski, 2014). PricewaterhouseCoopers has conducted multiple reviews of leave balances, and they found that since the previous Lattice payroll system was transferred to SAP, there are still as many as 20,000 leave transactions unfinished.
What were the failures with the early implementation of this project?
From the beginning, several factors were affecting the final disastrous conclusion of the project:
Insufficient Calculations of Term and Scope
The difficulty of project is immense, involving management of more than 24,000 different salary payment and advance payment combinations, and management of 130,000 contractors and more than 80,000 workers and subcontractors in multiple industrial agreements (Soewito, Gunawan and Hapsara, 2017). Fearing that the existing system may fail immediately, IBM decided to use only seven months to implement and develop a "temporary solution" so that the agency will continue its efforts until a complete replacement is available. Not surprisingly, the lack of definable objectives is a major cause for the project failure.
Inexperienced "Leadership"
Despite its affiliation with a international digital leader, this is intially when IBM Australia has delivered a projects of this size. Considering that QHS might be most difficult of the Australian institutions that want to be overhauled, and might not be best candidate for IBM's initial attempt, this detail does not help anymore (Sudarsono, 2020). Above these contributors, a reality is that the national agency responsible for maintaining and defining the architecture, scope, as well as design of innovative system, the “solution...