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Assignment Question 2 (4 marks) – Systems Planning & Implementation (word limit guide : 400 words)
The Queensland Health Payroll System project (2007-2011) has received adverse media attention relating to significant issues and failures during the project. Undertake some research of this information systems project to undertake the following task:
Using the Systems Development Lifecycle process (figure 19.1 on page 612 of the Romney text) as a guide, identify 5 deficiencies in the Queensland Health Payroll System project, and provide recommendations on how these deficiencies may be overcome in future projects.
Assignment Question 3 (3 marks) – BYOD (word limit guide : 200 words)
'Bring Your Own Devices' (BYOD) present new possibilities and challenges for organisations of all sizes.
In relation to an organisation’s network and users, outline the benefits and complications that arise from BYOD devices (eg. Smartphones, Tablets and Wi-Fi Laptops)
Rationale
This assignment is designed to enable you to demonstrate your ability to:
• understand and apply foundation principles relating to computerised information systems in contemporary organisations
• be able to analyse organisational processes for risk, and design appropriate control mechanisms to mitigate identified risk.
• be able to analyse, synthesise and apply the concepts underpinning systems planning, development and implementation
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Systems development life cycle (SDLC) is a proposed systems engineering technique for the implementation of an information system. The various phases of this cycle are illustrated in the Figure given below.
An analysis of the Queensland Health payroll system project from the perspective of SDLC reveals some important deficiencies which occurred at each of the phases under this systems engineering approach, as explained below.
Planning: Prior to the project being awarded to IBM, the departments within the health system were still lacking clarity with regard to what should be the desired outcomes of the project and what should be accepted as the key performance indicators (Sharma, 2013). There was lack of an effective planning system to list down the exact requirements of the project.
Defining: There were a lot of underestimations in defining and analyzing the project scope, budget, and timeframes. Although the project assumed a complex structure with 24,000 different variants of payment systems for 80,000 employees (Pennington, 2013), only a limited timeframe of seven months was allotted for the same. Within the detailed work breakdown analysis, only two weeks were allotted to understand the system requirements and scope of the project (Palmer, 2013). This was a huge underestimation which resulted in inherent flaws in the developed system.
Designing: Given the highly short timeline provided for the requirement and scope study, IBM failed to effectively judge the complexity and size of the required solution (Sharma, 2013), which resulted in design issues in the system. They were some inherent flaws which arose in designing the rules governing payroll for various cadres of employees. As a result, after going live, the system generated 35,000 payroll anomalies which cost more than $400 million to the state (Sharma, 2013).
Building:
With a tight deadline and incomplete list of requirements, IBM incurred significant errors during the building phase of the project. The procurements process was itself regarded as questionable with system deficiencies in internal management and contract governance (Pennington, 2013).
