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BUMGT6973 Project Management

Question 1
This case identifies that Queensland Health System (QHS) needed a replacement for its then soon-to-be-obsolete payroll system. The issue was that support for the existing payroll system was set to expire in 2008. Considering this case, compare the benefits of financial and non-financial project selection approaches. Provide a recommendation as to what project selection approach
you would recommend and why? You need to be critical, use relevant theory, reflect on the case, and provide examples to support your answer. Use APA referencing as required. [10 marks]

Question 2
This case discusses a range of risks that have occurred throughout the project lifecycle. The risk project lifecycle (below), illustrates the concept that the chance of a risk occurring is more likely in the defining stage, but the cost is low. The chances of a risk
occurring decreases through the project lifecycle but the cost to fix a risk event increases

(Larson, E., Honig, B., Gray, C., Dantin, U., & Baccarini, D. (2014). Managing risk. In
Project management: The managerial process (6th ed., p. 223).

the Queensland Health Payroll project through its lifecycle and what the cost implications were. You should describe the risks, critically analyse what actions were taken, and recommend what actions could have been taken to mitigate those risks. You need to be critical, use relevant theory, reflect on the case, and provide examples to support your answer. Use APA referencing as required. [10 marks]
Question 3
This case identifies a key issue as being disorganised project leadership. This sentiment was expressed by Australia’s Auditor-General who reported that “it was not clear which Accountable Officer had responsibility for the overall governance and successful
completion of the whole project.”
This case indicates the importance of project managers having appropriate skills. Discuss what skills are needed to be an effective project manager and explain how these skills can address the project leadership concerns. You need to be critical, use relevant theory, reflect on the case, and provide examples to support your answer. Use APA referencing as required. [10 marks]
Question 4
This case raises the importance of lessons learnt as a key aspect of project closure. The case concludes with the statement: “Project managers in any sector will do well to delve a little deeper into facts that drove the QHS payroll fiasco, which is an excellent opportunity to embrace the adage that it’s not necessary to experience a failure to learn from one”.
Considering this case, what are some of the lessons learnt that you can identify, explain why are they important for future projects. You need to be critical, use relevant theory, reflect on the case and provide examples to support your answer. Use APA referencing
as required. [10 marks]


Answer 1

The selection of project selection approaches depends on the benefits offered by them. There are financial and non-financial benefits that are offered. The benefits of the financial method are that they offer greater returns in numbers. It assesses the period that would be required for the project to yield its return back. This is suitable when there is a lack of time, the situation would require opting for the “time-assessment” of money. The money on the line is more than expected by the company making them go for this. The company think of the benefit in association with each of the cost or money spend. Methods such as the payback period and net value method can be used as it states the return one can yield (Moutinho & Lopes, 2011).

The non-financial benefits include a scoring matrix that assesses the other benefits gathered through a project. The non-financial benefits as the name states consider the operations and the circumstances for the return and not only the monetary return.

Based on the situation of Queensland Health System (QHS), the organisation was running out of time which in turn states that non-financial benefit is the better approach in this situation. Along with that, the financial benefit is also something that the organisation should take into consideration (KnowledgeHut, 2021). It is because the non-financial approach will help in assessing the human resource that would be required to complete the task. The financial approach would be effective to assess the cost and the benefit that it can incur with the project. The project can be guided under a project manager who would keep an eye on the project and the cost. QHS can implement a fixed cost approach that would ensure that the entire project would be done under a specific cost and in time to maximise the return.

Answer 2

Queensland Health System (QHS) witnessed a lot of risks during the project lifecycle. It started with the implementation stage where the respective authority did not assess the requirement of the organisation and implemented the system (Project Risk by Phases, 2021). They wanted to implement the system and hence they did not without testing it well in advance. The management was unable to identify the requirement of the project that affected the overall scope and working of the project. In place of this, the management should have made a plan of the actual need and an operational model should have been put to place. It is recommended that each stage of the project should have been stated along with the actions and the results that were expected out of them.

Another risk in the project lifecycle was cost management risk. The management of QHS did not discuss the cost in the initial plan of the project. There was no clarity on project scope which created differences in terms of technical and non-technical variables. Instead of handling the situation at the time when the cost had already overrun, the management kept on putting in more money creating more chaos in this regard. It is recommended that a project manager should have been appointed who would handle the situation with a cost analysis. Along with that, a proper follow-up was required in terms of the human and financial resources that were put in and the results that were offered from them (Edwards et al., 2019). The management should have divided the work into essential and non-essential tasks and ensure that the plan would have involved the major tasks in the earlier phase to make the most out of the money. Along with that maintaining a risk register can have led to the removal of unnecessary time and cost delay.

Answer 3

The success of a project is dependent on a competent project manager. Certain skills separate an average project manager from a great project manager. The skills that are required to be an effective manager includes clarity of thought (Atolagbe & Floyd, 2020). One should be clear in terms of what needs to be done and how it can be done. It is important as the project can meet any undesirable circumstance at any time. Thus, the project manager should have the vision to think accordingly and move in the right direction. A project manager also requires to have proper communication and time management skill. A project manager needs to get the work done by others. This requires them to communicate the same for better outcomes. Along with that, a project is time-bound. It means that the project manager should have the skill to assess the time required for each task and ensure that the work is done in it. The project manager should be competent in terms of having the required expertise for their line of work.

The skills stated above can be quite effective in terms of catering to the project leadership concerns. It is because it will align the project manager with the other people working on the project (Mersino, 2013). It would help in getting better insights and information that would lead to better decision-making and implementation concerning the project. These skills would monitor the work done and ensure that there is no gap in the scope stated and the work done by the people in the project. The skills would also help in building better relationships between the project manager and the employees. It would be effective in removing the concern of low morale among the staff at QHS.

Answer 4

The failure of the QHS project can be undertaken as good learning for future projects. A few of the lessons learnt from this failure are that there should be clarity in terms of responsibility and accountability when it comes to a project (Rittenhouse, 2015). There should be proper distribution of work and duties. It is required for future projects as well so that at the time of assessment of the success and failure of the project, one can identify the factors or elements that worked and the elements that failed for the project. Another learning is that one should be well-prepared and assess the different aspects of the project before putting it into action. It is required for all the projects so that one is prepared well in advance and identify the areas that the project is working fine and the areas that changes or alterations are required. It would be very effective for future projects as it would save a lot of time and resources for the organisation and improve the chances of the project becoming successful. Another lesson learned is that one should have a risk assessment and prepare a contingency plan based on that (Clarizen, 2019). The QHS project had a lot of risks and red flags that the management ignored. This costed the project highly. Thus, there must be proper risk management that looks at the entire project through deep eyes so that proper mitigation strategies are put along with that. It is very much required for the future project as the scale and degree of risks may even increase. The use of proper plans and consulting experts on the best and right ways to move in the right direction can help in mitigating and minimising the risks to a great degree.


11.3 Project Risk by Phases. (2021). Retrieved 14 October 2021, from

Atolagbe, A., & Floyd, S. (2020, March). Diversifying the next generation of project managers: Skills project managers must-have in the digital age. In International Conference on Information (pp. 665-676). Springer, Cham.

Edwards, P. J., Serra, P. V., & Edwards, M. (2019). Managing Project Risks. John Wiley & Sons.

Mersino, A. (2013). Emotional intelligence for project managers: The people skills you need to achieve outstanding results. Amacom.

Moutinho, N., & Lopes, M. D. S. (2011). The relative importance of financial and non-financial analysis in project evaluation–evidence from Portuguese firms. In FMA European Conference. Financial Management Association International.

Project Failure: How to Better Incorporate Lessons Learned – Clarizen. (2019). Retrieved 14 October 2021, from

Project Selection Methods for Project Managers | KnowledgeHut. (2021). Retrieved 14 October 2021, from

Rittenhouse, J. (2015). Improving outcomes through change management: integrating tools to the program management life cycle. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.

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