I have attached the file

TABLE OF CONTENTS
    TOPICS
    PAGE NO.
     
     
    EXECUTIVE SUMMARY
    2
    BACKGROUND OF THE CASE
    3 to 4
    INFORMATION SYSTEM RISKS
    5 to 7
    AUDIT OBJECTIVES, PLAN AND PROCEDURES
    8 to 9
    LIST OF REFERENCES
    10

(1924 words)
Executive Summary
Background to the case
This section tells about the background of the case picked up for the case study- “Queensland health new payroll system”. Queensland health provides public healthcare services in the state of Queensland. The sector has more than 70000 workers in its department of health and hospitals. In 2007, The QHS signed an agreement with IBM Australia to design, prepare and implement a new digital payroll system. The rest of the sections throw light on how this new system went wrong.
Information System risks faced by Queensland Health System
This section explains about the various risk factors existing at QHS, like- inefficient planning, inadequate testing etc which led to huge project risk and functionality risk.
Audit objectives, plan and procedures
This section sets out the audit objectives, audit plan and procedures which I would lay out as an IS external auditor appointed by QHS
Background to the case
The case I have chosen for this case study on Information System failure is the case of “Queensland health new payroll system” which was a massive failure and is remembered for its worse project outcomes and the billions of dollars which went down the drain. Till date, this has been considered as the most disastrous IT projects in the history of Australia.
Below is a
ief background, history and series of events that took place:
About Queensland Health System
Queensland health provides public healthcare services in the state of Queensland. The sector has more than 70000 workers in its department of health and hospitals.
How it began
The Queensland Health System was looking for a new digital payroll system as it’s payroll system was more manual in nature and it was expected that it would soon become obsolete. The Queensland Health System had a standardized SAP based Finance system and it wanted to have a payroll system to developed on the same platform. QHS hired a large number of consultants on contract basis from the popular consulting companies-Accenture, IBM, Logica & SAP. These consultants were hired to in order to support in the software development and implementation.
A little later, the QHS realized that it was a complex project and they won’t be able to implement it by their own and decided to outsource this to a single main contractor. In 2007, The QHS signed an agreement with IBM Australia to design, prepare and implement a new digital payroll system. The budget decided for this project was AUD 6.9 million and project was to be delivered in July 2008.
However, the project did not meet its expectations and eventually turned into the most disastrous project in the history of Australia. The project was expected to go live in July 2008, however it did not go live until late 2010.Also, there was an additional cost of nearly $25 million. But in spite of all this, the digital payroll system did not work properly and 35000 payroll anomalies were reported. Several employees were not paid, some were underpaid, and a large number of employees were overpaid by the faulty system. Situation went worse, when QHS had to employ additional 1000 workers to manually co
ect the payroll.
Later on, several factors which led to the failure of project were exposed-default and inadequate planning, lack of clear direction and visibility, lack of clear direction etc. In 2013, the Newman government lodged a legal complaint against IBM, in which it reported that IBM had misrepresented its ability to deliver the $6 million contract on the agreed time and...