10003R Part 14

e
Queensland
Government
PubUcWorks
QHIC Infrastructure Disaster Recovery
Test Report
Version: 1.0
Version Date: 1810512009
Prepared by CorpTech
Commercial in Confidence
The material within this document has been developed solely (or the internal business purposes of CorpTech on behalf of the
Government of Queensland. The material shall be kept confidential and shall not be disclosed or made available directly or
indirectly to other parties.
The State of Queensland (Department of Public Works) 2008
RTI Document No.1347
Version 1.0
Version Date: 18105/2009 QHIC Infrastructure Disaster Recovery Test Report
Document Control Page
Management
-
Version Action Name Position Date

Revision History
Version
Draft
Date
..."
22104/09
Additions/Amendments
Initial draft
Author
Winnie Lam
Review By
1.0 14/05/09 Incorporated feedbacks received . Winnie Lam Wendy Jaques
Kevin Hui
Chanh Trinh
Julie Cleelon
1.0 18/05/09 Incorporated feedbacks received . Winnie Lam Gary Palmer
1.0 20/05/09 Replaced individual name with generic
resource title.
Winnie Lam Scott Quaill
Distribution List for Current Version
Name Title
Ray Melville Program Director, Technology Services
Philip Hood Program Director. Service Management
Gary Palmer Director, Technology Solutions
Sectt Quail Director, Technology
Jane Stewart Director, Service Management Office
Janette Jones Director, Payroll and Establishment, QHSSP
Peter Ritson Manager, Non-SAP Solutions Administration
Samantha Gilbert Manager, SAP Systems Administration
Darren Olm Manager - Infrastructure & SAP Solutions
Francine Benson Manager, Connectivity
Mathew Pullman Principal Project Manager - CorpTech Program of Work
Julie Cleeton Project Director - CorpTech Program of Work
Jack van der Zwan Technical Delivery Lead, QHEST Program
Rory Day ICT Solutions Architect (QHEST), Enterprise Solutions Transition
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Version 1.0
Version Date: 1810512009 QHIC Infrastructure Disaster Recovery Test Report
Document Purpose
The purpose of this document is to document the QHIC Infrastructure Disaster Recovery
Testing outcomes conducted on 18
th
April 09 and 19
th
April 09.
Intended Audience
The primary audience for this document include:
Corp Tech Executives
CorpTech Technology Services Teams
CITEC Service Operations Team
Queensland Health ICT Team
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Version 1.0
Version Date: 18/0512009 QHIC Infrastructure Disaster Recovery Test Report
Table of Contents
1 Overview..................................... ......................................................................... 1
2 Scope .............................................. ..................................................................... 2
3 Prerequisite ......................................................................................................... 3
4 Risks .................................................................................................................... 3
5 Test Scenarios .................................................................................................... 3
6 Testing Overview - CITEC perspective........................... .................................. 4
7 Issues................................................................................................................... 5
8 Lessons Learnt ....................................................................... ............................ 7
9 Outstanding Actions........................................................................................... 8
Appendix A ......... ............ : ............... ........................................................................... 9
Appendix B .............................................................................................................. 10
Addendum A .............................................. .............................................................. 11
Addendum B ............................................................................................................ 11
Addendum C ........... ........................................................................... .... .................. 11
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Version Date: 22/04/2009 OHIC Infrastructure Disaster Recovery Testing Report
Overview
An Infrastructure Disaster Recovery test was conducted on the weekend of the 18
th
and 19
th
of April 2009. The scope of the infrastructure being tested included the components that are
utilised by the Queensland Health Implementation of Continuity Solution (QI'IIC) being
implemented by the IBM Project Team.
The infrastructure disaster recovery testing attempted to simulate a full and partial data
centre failure by testing the successful failover of each infrastnucture component that
supports the QHIC solution. The test was carried out for both the Windsor and Edward Street
data centres. Upon completion of the testing, the infrastructure components were returned to
their normal state.
the preparation for this test included careful planning of scenarios to simulate a full and
partial failure of data centres. Appropriate testing plans for each scenario were developed.
A detailed communication plan which included test scenarios, high level activities to be
conducted and timeframe was developed, agreed and communicated to all parties involved
prior to the weekend.
During the week prior to the testing weekend, appropriate test accounts were created and all
parties involved (Corptech, CITEC & Queensland Health) were confirmed for readiness for
the weekend activities.
The planned scenarios were all completed successfully within the planned time and with
CorpTech and Queensland Health validations.
This report contains an overview of testing activities that occurred on the weekend of 18
th
and 19
th
of April 2009. It details the issues encountered and resolution actions being taken.
The QHIC Production Network Connectivity diagram for the QHIC solution is attached as
Appendix A in this document.
The Connectivity & Queensland Health End User testing results are summarised in Appendix
B.
The following Addendums accompany this report:
Infrastructure Disaster Recovery Testing - Test Scenarios & Communication Plan
Appropriate amendments have been made to this version, taking into consideration
the lessons learnt on the weekend . This revised version can be used as reference for
planning for any future disaster recovery testing.
BASIS Test Scripts - for future reference
Workbrain Test Scripts - for future reference.
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Scope
The scope for this infrastructure disaster recovery testing included the failover of the
following components located on both the Edward Street and Windsor sites:
Network - connectivity & communication channels
Production Primary Netscaler (CORPS0077) & Prod Secondary Netscaler
(CORPS0078).
Unix Hosts
Production XI server CXP (SSISAPXIS) on SSISAPP6 and SSISAPP4;
Production Solution Manager CMP (SSISVCMP) on SSISAPP6 and SSISAPP4
Note: CMP supports SAP's Central Processing Scheduling (CPS) used for the
scheduling of batch jobs in the QHIC solution;
Production QHIC HR system HEP (SSISVHEP) on SSISAPPF and SSISAPPC;
Production Workbrain database CWP on SSISAPPF and SSISAPPC;
Production Cognos database CWPCO on SSISAPPF and SSISAPPC.
ESX Hosts
Production SAP Router/Gateway VM SSIMSP27 on SSIMSV10 and SSIMSV12;
Production DNS/NTP/SMTP SSIMSP25 on SSIMSV11 and SSIMSV13.
Microsoft Servers
Production IHS Web Servers SSIMSP28, SSIMSP29;
Production Workbrain Application Servers SSIMSP30, SSIMSP31 , SSIMSP32;
Production WorkBrain Batch servers SSIMSP33, SSIMSP34;
Production Cognos Reporting servers SSIMSP35, SSIMSP36.
The following infrastructure components have been excluded:
XI de-central adapter (SSISAPXID) on SSISAPP7. This server is only used for
the exchange of interfaces files to external systems and the processes associated
with this application were not considered critical and as such were excluded from
the IT Service Continuity perspective.
Production online help server SSIMSP39 on SSIMSV10 and SSIMSV12 ESX
hosts. This was not considered a critical application.
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3 Prerequisite
The following components must be in place prior to the Infrastructure Disaster
Recovery Testing:
Virtualisation of Production servers to ESX hosts;
External communications (QH, CorpTechfTreasury, Remote) to primary
Netscaler;
Internal communications from primary Netscaler to both IHS and SAP systems
at both primary and secondary sites;
Internal communications for both SAP and Wor1<brain solutions;
All connectivity for failover scenarios;
All required packaging for ServiceGuard failover.
4 Risks
The Infrastructure Disaster Recovery test involves Production servers and may cause
expected failure of Production systems.
Mitigation:
Test scenarios/Communication Plan did not allow for any issue resolution. It was
agreed that if problems arose during ,the scenarios, technical staff will investigate and
resolve the issue, where possible. Depending on the nature of the issue, appropriate
decision will be made at that point for the course of action to be taken.
5 Test Scenarios
Refer to Addendum A for test scenarios included in this Infrastructure Disaster
Recovery Testing - Test Scenarios & Communication Plan.
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Testing Overview - CITEC perspective
Calls and CITEC work started at about 08:38 on Saturday morning following
notification of successful backups on Friday, 17 April 09 with final calls on Saturday at
17:35. Calls recommenced at 08:00 on Sunday morning following notification of
successful backups on Saturday, 18 April 09 and finished at 16:08.
Work progressed well, with a few minor issues until Scenario 5 when Corpiech
reported an issue with SSIMSU09 then SSIMSQ04 and much later SSIMSA05.
CorpTech raised these issues with the project in case there was a link to this work,
however, this was not the case, the issue was due to a major SAN outage. The SAN
outage impacted CITEC's shared infrastructure with the Virtual Management console
not accessible which was broader than the QHIC testing. CITEC have confirmed that
SSIMSP27 (SAP Router Gateway) can be restored at the secondary site using
specific USER access commands. CITEC operational teams have confirmed and
tested the access.
Testing cont inued successfully to the conclusion of Scenario 6. Scenario 7 was not
possible due to the SAN outage, therefore Scenario 8 was brought forward and
completed but could not be tested as the SAP Router (SSIMSP27) was affected by
the SAN outage. At this point, it was agreed that further testing would be deferred
until the Sunday morning and servers were returned to the Productive state in
readiness for the backup window. CorpTech confirmed servers availability/ readiness
in a Productive state and activity ceased for the day.
The SAN outage was resolved overnight which meant that the servers involved in
QHIC DR testing were returned to the state required at the end of scenario 8, as
agreed with CorpTech and made available for testing to CorpTech at 08:41 on
Sunday. Testing for scenario 7 & 8 was completed before progressing to scenario 9.
The rest of testing throughout Sunday went smoothly with minor issues with
CorpTech confirming that the test was completed at 14:05. Services were returned to
Productive state and tested by CITEC and CorpTech with final confirmation from
CorpTech that everything was tested and ready for service at 16:08 .
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Issues
The following issues arose during testing:
Issue 1 - Disabling of SAP SPls and DB SPls prior to commencement of testing
SBT were unable to disable SAP SPls and DB SPls prior to commencement of
testing.
Resolution 1:
USG2 investigated the issue and confirmed that access rights were correct but an
incorrect file path for the SUDO command was used. USG2 ended up disabling the
SAP SPls & DB SPls (prior to scenario 1) and re-enabling SAP SPls & DB SPls in
scenario 15. SBT documentation has been updated to include the absolute file path
for the SUDO command.
Issue 2 - Unmounting filesystem ICEP
To allow failover of the XI Integration server (ssisapxis) from node ssisapp6 to
ssisapp4 (scenario 8), filesystem ICEP needs to be unmounted from ssisapp6 and
then mounted on ssisapp4. An rsync run is started from cron every 10 minutes, but
as the actual runtime of the job - due to the increased number of interface directories
- now exceeds 10 minutes the nex1 run started before the old run was complete. The
result was that filesystem ICEP was accessed all the time and could not be
unmounted.
Resolution 2:
As preparation for the failover, the cron job for rsync needs to be deactivated on node
ssisapp6. Similarly, before XI can fail back to node ssisapp6, the cron job for rsync
needs to be deactivated on node ssisapp4. This has been added to the
communication plan for future reference.
Rsync is currently being used for the synchronisation of interfaces files between the
SAP & XI file servers. As a temporary measure, the cron job for rsync has been
changed to run every 15 minutes, instead of 10 minutes.
Action 2:
As a long term solution, rsync will be replaced with a secure NFS mount between
ssisapxis and ssisapecc. The prerequisite for this activity is to upgrade the operating
system to HPUX version 11 .31 and IPSEC enabled. An RFC is being raised and
work has been planned to complete the HPUX upgrade in Prod & non-Prod
environments by early Aug 09. A separate RFC will be raised to complete the
IPSEC tunnelling solution between the XI & ECC servers. There will also be an
application RFC to address the application and integration issues relating to the
removal of the rsync process from all integration scenarios.
Issue 3 - SFTP connection from Workbrain to XI
After the failover of the XI Integration server (ssisapxis) from node ssisapp6 to
ssisapp4 (scenario 8), the SFTP login failed due to a host key mismatch,
Resolution 3:
As the host keys for servers ssisapp6 and ssisapp4 are different , the SFTP command
had to be initiated manually once on each Workbrain batch server to accept the
changed host key, After the XI integration server failed back to ssisapp6, the SFTP
command had to be initiated manually once again to accept the original host key,
The Workbrain test plan has been updated to inClude this manual initiation step.
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Issue 4 - SFTP connection from Workbrain to XI
After the failover of the XI Integration Server (ssisapxis) from node ssisapp6 to
ssisapp4 (scenario 8), the automatic SFTP login via public key from the Workbrain
batch servers to ssisapxis did not work.
Resolution 4:
The ssh-daemon on ssisapp4 was configured in a more restrictive way than on
ssisapp6. Parameter "StrictModes" was set to "no" in file "/opUssh/etc/sshd_config",
which resolved the issue. This parameter change is now permanent.
Issue 5 - Startup of SAP System HEP
After the failover of SAP system HEP on server ssisvhep from node ssisappf to
ssisappc (scenario 8), the SAP system would not start.
Resolution 5:
Environment files /home/hepadm/.sapenv_ssisvhep.csh and
/home/hepadm/.sapenv_ssisvhep.sh on server ssisappc were missing 2 environment
variables for the SNC configuration. These missing variables caused the startup of
the SAP instance to fail. After the environment files were copied from server ssisappf
to ssisappc, the startup of HEP worked fine. Even though these parameters are now
set permanently, care needs to be taken if any future changes are made to
environment files for user hepadm.
The environment files are fairly static. A once a year verification test will ensure all
issues including the environment files are consistent. Note that the environment files
mismatch issue also applies to all Production instances with disaster recovery failover
capability.
Issue 6 - Virtual Machine Failover
The QHIC DR testing over the weekend coincided with an unplanned major SAN
outage at CITEC. The SAN problem revealed an issue with the Windows DR solution
which could not be failed over to the fallback site.
The major issue with the SAN affected any physical and virtual servers connected
and in the context of the QHIC DR testing meant that virtual machine SSIMSP27
(SAP Router/Gateway) was not available and could not be failed across to the
fallback site (scenario 7). At the time of the implementation of the windows DR
project the solution design required "manual failover" and this was to remain in place
until Site Recovery Manager (SRM) was available. MST was unable to failover
SSIMSP27 manually during the outage.
Resolution 6:
The SAN outage was resolved on Saturday night by manually restarting the virtual
machines at the alternate site and the servers involved in QHIC DR testing were
returned to the state at the end of scenario 8. DR testing continued smoothly on
Sunday.
Action 6:
CITEC to implement and test the recovery plans for each resource pool on both
Virtual Machine Consoles for the scripted failover between data centres of the Virtual
Servers as defined in the project scope document.
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Lessons Learnt
The following lessons learnt were captured in the Infrastructure Disaster Recovery
Testing - Test Scenarios & Communication Plan (Addendum Al:
The testing time allowed for a number of scenarios were not sufficient. The
communication plan has been updated to reflect a more realistic testing time.
To allow for a more streamline Workbrain test execution, scenarios 12 & 13
have been swapped around.
Added tasks to deactivate & reactivate rsync cron job for scenarios 8 & 10.
Added Workbrain Technical Resource to confirm Workbrain servers at the end
of day 1, after all servers have been returned to production state, ready for
offline backup.
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Outstanding Actions
The following actions are outstanding:
a. Virtual Machine failover
An outstanding action for CITEC to implement and test the recovery plans for
each resource pool on both Virtual Machine Consoles for the scripted failover
between data centres of the Virtual Servers as defined in the project scope
document.
b. Usage of rsync to synchronise interface files between SAP and XI file servers.
As a long term solution, rsync will be replaced with a secure NFS mount between
ssisapxis and ssisapecc. The prerequisite for this activity is to upgrade the
operating system to HPUX version 11.31 and IPSEC enabled. An RFC is being
raised and work has been planned to complete the HPUX upgrade in Prod & non
Prod environments by early Aug 09. A separate RFC will be raised to complete
the I PSEC tunnelling solution between the XI & ECC servers. There will also be
an application RFC to address the application and integration issues relating to
the removal of the rsync process from all integration scenarios.
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Appendix A
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Appendix B
Connectivity Testing
Connectivity tests were conducted prior to commencement of testing, scenario 1, scenario 11
& scenario 15. The following were tested successfully at each stage:
Netscalers were in the state that they were expected.
https://my.corpserv.qld.gov.au/irj/portal/ was available through a web browser
from Treasury
https://ssisapecc.corpserv.qld.gov.au/was available through a web browser from
Treasury
https://ssisapesem.corpserv.qld.gov.au/was available through a web browser
from Treasury
https://ssisapsrc.corpserv.qld.gov.au/ was available through a web browser from
Treasury
https:llgrc.corpserv.qld.gov.au/ was available through a web browser from
Treasury
http://help.corpserv.qld.gov.au/was available through a web browser from
Treasury
https:llworkbrain.corpserv.qld.gov.au/ was available through a web browser from
Treasury
https:lldsert.corpserv.qld.gov.au/ was available through a web browser from
Treasury
https:llamis.corpserv.qld.gov.au/ was available through a web browser from
Treasury
https://saba.corpserv.qld.gov.au/ was available through a web browser. from
Treasury
telnet to saprotuer.corpserv.qld.gov.au on port 3299
telnet to transfer.corpserv.qld.gov.au on port 22
Queensland Health End User Testing
Queensland Health End User Tests were conducted after scenario 8 (failover of secondary
site - Windsor) and after scenario 15 (failback to primary site - Edward St). The following
were tested successfully at each stage:
1. Logon to HEP with test login - this was successful
2. Confirmed that host system name was correct - SSISAPPC
3. Log-off HEP
4. Logon to CWP with test login - this was successful
5. Confirmed that host system name was correct
6. Opened Ad-Hoc Report Query tool
7. Log-off CWP
Performance during the tests seemed to be fine, no performance issues.
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Addendum A
Infrastructure Disaster Recovery Testing - Test Scenarios & Communication Plan
Addendum B
BASIS Test Scripts
Addendum C
Workbrain Test Scripts
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FiHR QHIC Project
Weekly Steering Committee Report
Week 2009 - 19
Week ending 8
th
May 2009
Version 3.0
1ih May 2009
FiHR QHIC Weekly Report: Week 2009-19
1. Key Dates and Status
Restart of UAT
Start of SM UAT
Completion of PPV3
')(llnA I')nno.
06/05/2009
27/04/2009
0 1 / Q ~ 1 2 0 0 9
TBC
20106/2009
03/08/2009
Milestone not achieved as UAT entry criteria not met
UA T restarted on 06/05/2009
Milestone not achieved
Forecast start date of 11 /05/2009
Milestone not achieved
Forecast end date to be confirmed
Approval to Commence Business
Cutover
Business Readiness Milestones
Collection
20f27
2. Critical Path
QHIC Critical Path
Project
Management
UAT
APR

1"' 1
I
T'M'Iw
T ExeClJtiOn
UATRegresslon
JUN
12/6
I
1
j
2616
1
JUL
I
AUG
I

SEP
I
I
Implementation
Prep.
I
Final
Preparation
Business
Cutover
2d/6
Sim 2 0 '
Tedml",1 Cutover I
17(7
CutOV,,( $Im 2 I
1
Busmess Cut over
20/7
Technical Cutover Pan 1
1 127(7
Penelrfltion Preparation
0 ) /8
"",.".1,," "'''''' 4/8
Final for Techl"lieal Cumv" r
I
8/8
." p..le 8uaine&8 CUlov6f- erg 04a D
15/8
E)<ecut$ Busi ness Cutover - T1 e
0 + Reillted Data
Go Live
I
I
30127
3. Governance Actions
Board to make the determination on any outstanding issues regarding scope 1SOW 1CR 184
I
Distribute minutes of 30104/2009 QHIC Board meeting to Project Directorate members - outlining the agreed
process to manage defects and new requirements
QHIC Board
12/05/2009
QHIC Board 12/05/2009
40f27
4. Overall Status
Overall: The project i ~ reporting RED due to:
o outstanding contractual matters requiring resolution
o IS-00267 Lack of formal agreement on the defect resolution process
The project is forecasting Amber next week on the basis that:
o all outstanding contractual matters are resolved and CR184 is formally approved by 15/05/2009
o the outcomes of the Sev 2 impact assessment to be agreed by OHIC Board by 21/05/2009
RED Issues and Actions to be addressed
Lack of formal agreement on project
documents (scope 1SOW etc)
A
submitted by IBM on 13/03/2009
agreement
on the defect resolution process
Schedule CT/QH/IBM follow up
session to review outstanding
07/05/2009
issues
2. Escalate any outstanding issues to
OHIC Board for resolution
Paul Ray 1
JGIG412GG9
Malcolm
12/05/2009
Campbell
QHIC Board met 30/04 and agreed
a process to manage defects and I Board
new requirements.
2. Minutes of 30/04 QHIC Board to be
distributed to Project Directorate
members.
3. Outcomes of the Sev 2 impact
50f27
Week 2009-19
Complete closeout actions on:
Test remains amber whilst the team

Gross, tax net variance
monitors the progress of PPRT closeout
classification;
activities.

Leave variance review
and classification;

Defect resolution.
1 . IBM to assess me
I John Gower I 15/05/2009 UAT
I Risk that the open Sev 2 defects 1
08/05/09 prioritised list
requirements will disrupt the ongoing
and advise those items
execution and completion of UAT and to
required for go live which
the quality expected.
can be addressed within
the current schedule and
resource plan. The IBM
Note:
plan will allow for
0 Tony Price stated in the Project
contingency to cover
Directorate on12/05/09 that he wished
defects discovered
to record that he is not in agreement through UAT execution.
with the definitions provided in the next 2. OHIC Board to determine
I OHIC Board I 21/05/2009
the management plan for
2, and that this will require resolution
column regarding Bucket 1 and Bucket
those items required for
at the OHIC Board.
go live which cannot be
addressed within the
0 The amended wording was discussed
current schedule and
and agreed by the OHIC Board on
resource plan. UA T status
12/05/09.
can report Green once the
full management plan has
been determined by the
6 of 27
Technology PPV3 has not completed all testing by the Agreement with S&V Team to Nick 07/05/2009
scheduled date (01/05/09) and therefore continue execution into week Kwiatkowski
will require to be conducted in parallel with ending 8'h of Mayas it will not
S&V testing. Impact their timeline (still in
preparation). Action to present
Data creation for PPV has not completed.
The 16 periods of time and attendance
data has been created and loading in to
to the directorate paper
outlining risks and issuesfor
endorsement. - Completed
SAP I WB. SAP Cloning of employee set Action to confirm timings of Nick 07/05/2009
to 79557 employees has completed. execution with S& V to allow Kwiatkowski
Respective cloning within Workbrain has execution of Final EBA SAP
not due to various issues with the test case in the off cycle
environments (non-solution, oracle cursors execution windows (outside of
for the cloning program) , but importantly business hours) . - Completed
delayed due to exhaustion of disk space
on CWPP - Refer IS-00272. ETA to
completion will be SOB 06/05/2009, before
Commence first full load pay Nick 06/05/2009
the full set of historical data is complete.
cycle test Wednesday Kwiatkowski
However will not be able to complete all
06/05/2009.
testing before 11'h of May execution of
- Delayed, but commenced
S&V. 10105/2009
- Completion of data cloning occurred
0810512009.
Impl'tation
IS-00249 Duration of Workbrain 1. Confirm the technical and
Martin Brown 0910412009
Recalculations during Cutover - the business impacts of phased 11>104/-2009
activity took twice as long as panned (45 recalcs and report to Project
22/05/2009
hrs vs 24 hrs). directorate
2. Confirm what testing will be
required to validate approach.
3. Update Cutover Plans and
start of day activities to reflect
new approach
70f27
Process, Design & Build, Business are reporting Green.
Chanqe requests:
o CR000184 - Change in Go Live date
o CR000194 - QHIC SOW 8 Severity 2 Defects
80f27
5. Workstream Summaries
The team is reporting Green for the following reasons:
EOFY Documentation
Feedback received from QHEST and Payroll Bureau on first cut of updated PDR 2.3.2 Process and Reconcile Regulatory
Process Information and Payroll Bureau payment summary procedure document; no feedback received from SSP.
Process Team to review and incorporate feedback as applicable and issue next cut of documentation on 18/5.
(Jacqui
Mazibrada) Additional Knowledge Transfer Sessions
lfhree additional sessions will be held for the Payroll Bureau d.uring UA T.
Overview of sessions provided below:
Payroll - Session to provide an update on outstanding issues related to the Payroll PDR and Payroll Procedures
for Interim, Final and Ad-hoc Pay Runs delivered on 13/4. Action: Agree timing with Payroll Bureau by 15/5 and
update Master Schedule accordingly.
EOFY - Following the finalisation of the PDR 2.3.2 Process and 'Reconcile Regulatory Information and Payroll
Bureau Payment Summary procedure document on 18/5, a session to provide a walkthrough of high-level
business process flow for generating employee payment summaries and procedures for executing system tasks
completed by the Payroll Bureau as part of generating employee payment summaries. It is proposed holding this
session on 20/5. Action: Confirm timing with Payroll Bureau and update Master Schedule accordingly.
EOFY - Session to provide an, update on outstanding issues related to the PDR 2.3.2 Process and Reconcile Regulatory
Information and Payroll Bureau Payment Summary procedure document delivered on 18/5. Action: Agree timing with
Bureau by 15/5 and update Master Schedule accord
Note: Tony Price stated in the Project Directorate on12/05/09 that he wished to record that he is not in agreement with the Design
& Build workstream reporting Green, and feels that the workstream should be reporting Amber. John Gower did not agree,
however agreed to recora pony's comments.
Design &
Build
This week, the Design and Build Team are reporting Green on the basis that:
11 of the 12 severity 2 "in dispute" items required for UAT to continue on 11/05/09 have been resolved. 8 were
(Jason
resolved last week.
Cameron &
2688 - Workbrain UAT Defect 82 - Meal Allowance pay rule 107045 missina from many calculation
9 of 27
2854 - WB - PPRT - Calc Group for AIN Students is specified for a 15% night oenaltv
in Lattice
2908 - WB - PPRT - Clarification when a meal allowance is paid for a nurse
2910 - WB - PPRT - Clarification when a meal allowance is paid for a HBEA employee
2919 SAP - PPRT - DB Employer Superannuation including non super adjustments in calculation
2961 - WB - PPRT - OTEQUIV and Meal 1 generated when employee has STDOWN leave applied
2966 - WB - PPRT - OT after 0.00 shift end time not paying OT2 - QhI_SMO_RMOJT_SMO
2751 - Workbrain UAT Defect 110 OTM record on timesheet when WRK_BRK is entered
The remaining in dispute item is 2486 - PPRT Negative Balances imported from Lattice causing errors in
CWPP Workbrain, is scheduled for completion this week.
Notifications
IBM submitted QHIC design, functional , technical and configuration specification documents on 08/05/09 for lead
review. The lead revi ew period is scheduled to commence on 11/05/09 and conclude on 29/05/09.
On 08/05/09, QH provided IBM a consolidated list of all items requiring resolution by date, by UAT cycle. IBM is
completing an impact assessment and management plan on these items and will plan for this assessment to be
completed by 15/05/09.
The System Testing Team is reporting Amber.
System
Testing
(Mark
Dymock&
Sallyann
A
Pengelly)
A
Test remains amber whilst the team
monitors the progress of PPRT closeout
activities.
Gross, tax net variance
classification ;
Leave variance review
and classification ;
Defect resolution .
10 of 27
UAT
(Brett
Cowan &
Mark
Oymock)
UAT is reporting Green as far as tracking to schedule is concerned, however UAT overall must report Amber to reflect the risk
arising from the number of defects present which impact on execution effort and complexity and show actual application quality
toward productive deployment
Current status:
UAT
Risk that the open Sev 2 defects 1
requirements will disrupt the ongoing
execution and completion of UAT and
to the quality expected.
Note: Tony Price stated in the Project
Directorate on12105109 that he wished
to record that he is not in agreement
with the definitions provided in the nex1
column regarding Bucket 1 and Bucket
2, and that this will require resolution at
the OHIC Board.
1. IBM to assess the 08/05109
prioritised list and advise those
items required for go live whieh
can be addressed within the
current schedule and resource
plan (,Bucket 1'). The IBM plan
will allow for contingency to
cover defects discovered
through UAT execution.
2. OHIC Board to determine the
management plan for those
items required for go live which
cannot be addressed within the
current schedule and resource
plan ('Bucket 2'). UAT status
can report Green once the full
management plan has been
John 15/05/2009
Gower
OHIC 21/05/2009
Board
Resolutions from last week:
UAT detailed plan including CorpTech has been finalised to payrun 25, therefore issue has been mitigated for this
reporting period.
"In-dispute" sev2 defects have been accepted as requiring action; therefore issue has been mitigated for this reporting
period.
Mitigation plan regarding outstanding processes and documentation has been agreed with stakeholders; therefore issue
has been mitigated for this reporting period.
UAT testing started on Wednesday 6
1h
May. The number of known sev 2 priority 1 defects was 72. These will be
scheduled for fix through the UAT execution .
Defect Management meeting is being held daily to assess any new defects and includes team members from IBM,
OHEST and ( ' ~ __T ~ _ h
11 of 27
Business
Readiness
(Peta
Marshall)
A
Error Handling. processes need to be documented as issues are discovered through execution of test cycles.
Accordino to SChAdulp. n ~ v cvclp. ? ~ h : : : l ~ hAAn nrp.n:::lrp.n ::Inri will
Overall Status: Green
Overall the status of the Business Readiness team is reporting Green. The following provides an overall summary:
The workaround register currently has 35 items.
The Cost Allocation workaround is in progress and is planned to be completed on 29/05/09.
Training
The training team have been updating work instructions created in the past week with reviews from HRIT, SSP and functional
experts.
New data was created for two Corptech trainers, to be used for their training.
IBM has requested the status of the Masterclass training sign off by OHEST. OHEST have reviewed the Masterclass training
material and requested several updates to the material. As soon as OHEST receives and reviews the final material with the
required updates, sign off will progress.
EPM Issue No: 11 Mercury No 1516 Training Material Ownership
OHEST to agree when the handover of Training Material from IBM is to occur. According to GITC, the general government
position is that the hand over point (to whoever) is not until GoLive or formal acceptance.
Action:
Amanda has confirmed with IBM that the hand over of training material will occur subsequent to UAT updates. The issue will now
be closed.
Business Change & Communication
GDES Technology Changes to Pay Roll Bank File Transfer - occurring 20106/09 instead of Go Live.
The Steering Committee have agreed to move forward the technology change associated with pay roll bank file transfers. This
will mean that the pay roll banking file will transfer later and most employees will receive their pay on a Wednesday (some
employees currently receive pay on a Tuesday). For employees who bank with CITIBANK or HSBC, they may not receive their
pay until Thursday.
12 of 27
PARIS Website
Fill In Forms
o 25 developed
o 17 sent to HRB and SSP for initial review
o 6(4 HR; 2 WOG) waiting to receive
o 18 still to be built
o 43 ~ Total- planned to be completed by 29/05/09
Website Structure/Logo
o Initial draft structure and logo were presented to SSP & HRB, and feedback was received and development is
continuing.
Processiwebsite Content
o Scope of processes required for website is still being finalised.
o Briefing paper is being drafted for initial processes to enable commencing of the build/design to occur.
TOIL On-Line Database
Risk No 13: has been raised in regard to the TOIL on-line database in regard to the timing of its availability.
Presentation of the TOIL tool is proposed for the next BT Status Update Meeting.
Organisational Structure Changes
Issue number 26 Organisation Structure Review was raised. Data migration has provided the SAP Establ ishment Report for line
managers to review once during simulation 1.7 and also on Friday 2414. Both times the report has had data errors.
HRB sent out memo from DDG on 07/05 confirming review of org structure will be mandatory. SSP confirmed the report will be
sent out 14/05 for Line Managers to review.
Employees with No Roster
Data migration has sent through all employees without Rosters to SSP for further review.
Road show Approach
Draft road show approach is being finalised and will be discussed at the next Steering Committee meeting.
13 of 27
Services
Tech. Technology I PPV3 has not completed all testing by
the scheduled date (01/05/09) and
(Nick K. & therefore will require to be conducted in
Nicola 5.) parallel with S&V testing.
Data creation for PPV has not
completed. The 16 periods of time and
attendance data has been created and
loading in to SAP I WB. SAP Cloning of
employee set to 79557 employees has
completed. Respective cloning within
Work brain has not due to various issues
A A A I I
I with the environments (non-solution,
oracle cursors for the cloning program),
but importantly delayed due to
exhaustion of disk space on CWPP
Refer IS-00272. ETA to completion will
be SOB 06/05/2009, before the full set
of historical data is complete. However
will not be able to complete all testing
before 11th of May execution of S&V.
- Completion of data cloning occurred
0810512009.
Agreement with S&V
I Nick
I 07/05/2009
Team to continue Kwiatkowski
execution into week
ending 8
th
of Mayas it
will not impact their
timeline (still in
preparation). Action to
present to the directorate
paper outlining risks and
issues for endorsement.
- Completed
Action to confirm timings I Nick I 07/05/2009
of execution with S&V to Kwiatkowski
allow execution of Final
EBA SAP test case in
the off cycle execution
windows of
business hours).
Completed
I 06/05/2009
pay cycle test
I Commence first full load
I Nick
Kwiatkowski
Wednesday 06/05/2009.
- Delayed, but
commenced 1010512009
14 of 27
CR000170 - Revised Business Volume Metrics and Sizing (SAP ECC), approved and currently being actioned. Briefing
note has been signed and approved and currently with CITEC to initiate. Timing for provision of hardware to be timed with
the completion of the scheduled SAP GoLive Assessment.
Issues/Risks & Notifications:
Risk HS-00174 (300) - Short Lead times for SABA and Workbrain upgrades
Risk RS-00221 (300) - Extended Support for non-production environments
Issue IS-00224 (300) - SoW 8 Payrun Process not clearly defined
Issue IS-00249 (700) - Duration of Workbrain Recalculations during Cutover
Issue IS-00272 (700) - Workbrain Capacity Plan needs to be revised
Areas
Support
Risk RS-00221 (300); impact to GoLive date as scheduled activities are occurring outside the normal non-production
support hours (DEV, TST, UAT). Best endeavours agreement in place and activity managed by all effected groups.
This is a low risk, mitigated with the currenl process in place.
Issue IS-00224 (300); documentation of the payrun process and batch schedule. Draft documentation sent Start of
Business 9/3. Review cycles complete with final documents to be delivered on 06104/2009. This with the approval of
CR-000182 and approval of the Payroll and PDR documentation will then close this issue,
Production support environments for post go-live need to be defined based upon Release strategy for QHIC. This has
been deferred until the scope and timing, of Release 2 is known.
Sizing & Capacity
CR000170 - Approved for 4 additional CPUs for HEP (ECC) and CXP (XI) . Update - current expect capacity to
deployed on for technical go live. Timing. for provision of hardware to be timed with the completion of the scheduled
SAP GoLive Assessment.
Issue IS-00272 (700); during the creation of data for PPV, the disk space on CWPP was exhausted twice. CWPP is
the database instance for Workbrain and is specified to be a mirror of the production environment. The data created
for PPV represented 8 months of historical time and attendance data with 12 months forward projection of Shifts for
leave balances, etc. This demonstrates a delta between the plan and a potential end state configuration.
Middleware and Utilities
15 of 27
Services
Data
Migration
(Nicolas
Darby &
Shane
Morrish)
Cutover
(Martin
Brown &
Pine
Pienaar)
A A A
Issue IS-00249 (700); The duration of the Workbrain recal culation task in Cutover Simulation 1.7 took twice as long as
planned (45 hrs vs 24 hrs). This is an issue as it will add approx 1 day to the duration of Cutover. - Updated, analysis
from the testing conducted over the weekend 2"d to 4'h of May shows an imbalance in the disttibution of work due to
complex pay calc groups. This needs to be analysed to determine if tuning this disttibution will improve overall recalc
performance.
Schedule:
Update to Architectural Documents - ongoing.
SAP GoingLive Check work - ongoing.
WorkBrain 'GoingLive' equivalent - ongoing.
UAT -HEU300 load of Infotype 9001 for aggregate employees completed.
PPRT - No activities this week
Build 12 - OM and Payroll loads complete, Workbrain data loading and reconciliation activities are expected to complete on
Monday.
Build 13 - Preparation for Build 13 to start loading into SAP on schedule for Monday 111512009
Status:
IBM Reporting Green as all scheduled migrations are complete and test migrations are continuing as planned.
DM test load of manual new hire files completed successfully.
The IBM DM Build 12 Payroll load defect that caused 6267 employees to appear as aggregate employees (required to be
fixed by 20090515). This was found to be caused by running a load file out of order. All 6267 employees were re-Ioaded
OK afterwards.
Workbrain timeout issues resolved on Dev with WB limit settings identified and fixed, loads to finish by COB Friday
81512009.
Status:
,. Investigations into the business and technical impacts of the phased Workbrain Recalculations are ongoing. The new
phased approach will be outlined in a presentation including updated cutover and post cutover tasks, pro's and con's, and
impacts to the business. Presentation will be drafted this week by the Work brain and Cutover team, for review by the
Directoratel Business.
16 of 27
Discussions have taken place on high level SoW9 requirements - the schedule will be updated accordingly.
The Implementation status continues to report Amber because:
IS00249 Duration 1. Confirm the Martin Brown 22/05/2009
of Workbrain technical and
Recalculations business impacts of
during Cutover phased recalcs and
the activity took twice report to Project
as lomg as panned directorate
(45 hrs vs 24 hrs) .
2. Confirm what
testin9 will be
required to validate
approach.
3. Update Cutover
Plans and start of
day activities to
reflect new approach
Support -
SoW 9
The revised SoW8 contains a provision for support and needs to be agreed. For this report to turn green, the team needs to
progress with new revised dates and:
A A
1. The differences of opinion relating to the delineation between the HRBS Contract, SoW8 and SoW9 needs to be
A
(Martin
concluded.
Brown &
2. Specific issues with the support provisions in SoW8 also need to be addressed - Specifically the support hours (5
Brian
days/week vs 7 days/week) and the definition of a 'successful' pay run.
Frederick)
17 of 27
6. Critical & High Issues
Critical & High Resolution/Mitigation
Issues (900 & 700's) Owner Description Target Date Plan Status
15-00258 QH Security 31-May-09
Standards
Gary The issue is SAP HR information has vO.9: Monica Wamer 20Q9..05-11 An exemption for the above has
Palmer been classified "Restricted" and could been conditionally approved by 13:30:31.000000
Gary Palmer assigned as owner as agreed at
parties as it is not encrypted; resulting
be intercepted by unauthorised the QH CIG. As a condition to the
QHIC R & I meeting 8/05/09
in non compliance with QH Security
approval of the exemption, a
vvO.7: Wendy Jaques 2009-04-29 detailed plan for complying to the
Standards. CorpTech investigating who the appropriate
QHEST Issue Mercury 1515
QH Security Standards and
Specmcations in question is owner of this issue is to ensure correct
required. CorpTech need to resolution is implemented. Target date updated.
provide a de
18-00266 Define Cost 29-May-09
assignment workaround
Craig vO.6: Monica Warner 2009-05-11 The workaround to post the payroll A meeting is scheduled between
Hanrahan expenses to the correct cost object OHEST and Finance Branch on 13:39:04.000000
needs to be defined. 22/04/09 to finalise this As discussed at OHIC R & I meeting
workaround process. OB/05.Target date updated.
vO.3: Monica Warner 2009-04-29
08:51:51.000000
As discussed at OHIC R & I meeting 24/04,
rank raised to 900 and target date changed to
01/05/09.
15-00267 Lack of formal 20-May-09
agreement on defect
Malcolm vO.9: Monica Warner 2009-05=11 There is a lack of formal agreement Resolution Plan:
Campbell on the defect resolution process, 13:43:19.000000 1. IBM to provide evidence of
resolution process Update from QHIC R & I meeting 08105: once
QH/IBM/CT team to dedicate
which is causing the combined traceability to source documents
for current In Dispute Sev 2 the list has been agreed this can be worked out.
numerous hours in determining Target date updated. defects by 2"2104/09
vO.2: Monica Warner 2009-04-24 whether a 'defect' is a CR or a true
defect. This must be resolved asap 2. IBM to provide an impact I 14:47:59.000000
as we are entering the critical phase The target date moved to 01105109 as assessment of the current In
discussed at QHIC R & I meeting 2410412009.
of uat Dispute Sev 2 defects by 24/04/09
18:37:37.000000 3. Malcolm Campbell to
Issue Validated
L...
18 of 27
- --
EB Increases have not been I Some requirements are already IvO.2: Monica Wamer2009-05-11 15-May-09
accounted for
IS-00211 EB Increases not Amanda
, accounted for and planning for next known, but are dependent on the 13:49: 15.000000
, round needs to be factored also.
Doughty
resolution of Issue 25. As discussed at QHIC R & I meeting Amanda to
There win !be new requirements for follow up with Janette, target date moved ,
config resulting from the recent EB. vO. 1: Mon;ca Warner 2009-04-30
09: 10:04. 000000
QHEST Issue Validated.
Proposed remedy of issue: This 12-May-09
delayed
JOHN Issue: The Go Live date for the QHIC vO.42: Monica Wamer 2009-05-11 15-00218 CHIC Go Live date
GOWER Project has been delayed and is the issue will be closed when the 08:13:31.000000
schedule and related commercial subject of a delay notification. Target date updated as decided in QHIC R & I
terms are agreed between all meeting 08/05
Cause of issue: The Go Live date parties via CR and SOW8 is v0.41: Monica Warner 2009-04-30
has been delayed because of delays updated and signed off. 17: 12:06.000000
I in complet ion of System Test and Update from John, Scope Items progressing,
start of end to end testing. These Is an EOT required?: (Extension Sign-off anticipated next week. Target date
I
of Time) Yes updated.
CR raised?: Yes - CROOO129
delays
13:08:47.000000
Sign-off anticipated next week, target date
updated accordingly
J
The duration of the Workbrain CR Raised: No vO.27: MARTIN BROWN 2009-05-06 22-May-09
Workbrain Recalculations
15-00249 Duration of PAULA
Resolution Plan: DANN recalculation task in Cutover 11: 18:10.000000
Simulation 1.1 took twice as long as Work needs to continue on The Workbrain Retest which took place over
planned (45 hrs vs 24 hrs). This is an
during Cutover
performance improvement to the the weekend of 2-4th May was unsuccessful- it
issue as it will add approx 1 day to the recal c process in CPW. took approx 44 hours to generate 9 months of
duration of Cutover. A retest needs to be executed in recales (which shows no improvement from the
the production like environment. previous Sim 1.7 test). after the test an issue
Is a delay likely?: Yes was discovered with the database CPU
allocation which would have negatively affected
the results, however it is unclear the extend of
any potential improvements.
JASON When higher duties across awards is CR raised? Yes I No vO.11: Moniea Warner 2009--05-11 15-May-09
15-00255 Substantive Resolution Plan: CAMERON processed for employees, their 09:29:14.000000
increment count does not Amanda Doughty: substantive increment count changes As discussed at QHIC R & I meeting, target
resume to 0 and does not resume when the raised with IBM who have advised date updaled.
employee returns from the higher they are not responsible for fixing vO.9: Monica Warner 2009-04-30
duties to their substantive position. inherited configuration problems. 17:29:46.000000
Update from Jason Cameron: Without setting a
precedent, this will be fIXed. Target date moved.
vO.9: Monical Warner 2009-04-30
17:29:07.000000
-
19 of 27
Jason Cameron assigned as owner.
14:37:14.000000
As discussed at QHIC R & I meeting 24/04
target date moved to 01105/2009.
15-00263 Completion of 99 JOHN 99 new wage types need to be Request an impact assessment '10.7: Monica Warner 2009-05-11 15-May-ll9
Wage Types GOWER created by IBM for the current defined from IBM to provide delivery 14:23:38.000000
workarounds. dates. A QHEST resource can be Target date moved as agreed at QHIC R & I
made available to assist IBM with meeting 08/05
the configuration. vO.5: Monica Warner 2009-05-05
08:32:51 .000000
Update from John: Impact assessment was
completed 24/04. Further IA should be
conducted on receipt of consolidated and
prioritised list from QH. Target date moved.
110.4: Monica Warner 2009-04-28
14:40:39.000000.
200f27
7. Critical & High Risks
Critical & High
Risks (900 & 700's)
Owner Description
Resolution/Mitigation
Plan
Status Target Date
RS-00242 AutDmated SAP Mark The process to import all transports vO.3: Peler Ritson (for Racllaef vO.4: Monica Wamer 2009-05-11 26-Jun-09
transport process
RS-00232 Unresolved defects
Dymock
JOHN
GOWER
available in the import queue from
HEQ to HEU when only a specific
transport is required may cause
untested functionality to be deployed
in the UAT environment.
This may cause an unstable UAT
SAP environment which can cause
unnecessary delays in execution of
scripts.
The ri sk is all defects post 27 March
will not be resolved by IBM prior to
UAT.
There is a potential that more scripts
will fail during UAT as a result of
known existing defects.
UAT could be extended or may not
finish within the agreed timeframe.
Hansford) 2009-05-08
12:02:34.000000
A meeting was held earlier this
week regarding this issue with all
impacted parties for UAT. This
include Health, 18M, Service
Management and Technology
Services resources. It has been
agreed that no transports will be
applied into UAT envi ronments
without the approval of the
relevant UAT Manager. The UAT
Manager has the responsibility of
ensuring that transports have
been tested by the IBM test team
before application of transports
into UAT environments. The
Mercury QC will be used to track
this. It is the IBM's test team
responsibimy to priorilise testing
of changes in line with the order of
transport release from
Development.
14:35:38.000000
As discussed in Weekly Status review owner
changed to Mark Oymock.
vO.3: Peter Ritson (for RBchael Hansford) 2009
05-0812:01:15.000000
All released transports will be imported based
on the sequence the transports are released in
the development system. Corptech SAP
Transport Management principles are based on
SAP System Development Life Cycle (SDLC)
recommendations which quite categorically
state you DO NOT manipulate an Import Queue
ie. do not delete OJ alter the sequence of the
requests within the queue. All transports need
to be applied in the same sequential order that
they have been exported from Development.
This to ensure that there are NO
inconsistencies between the source
(development) and the target systems - ie UAT
or Production.
14:56:10.000000
Update from John:
All agreed UAT defects raised before 27/03 will
be resolved prior to UAT. Target date changed
to 26/06 as agreed at QHIC R & I meeting on
24/04.
Discussed with MIN. DJ changed prOb and
26-Jun-09
I
I
,
I
RS-00233 TOIL Data Base Craig Vayo The risk is the TOIL online database
will not be built and available in time
to collect data from line managers,
due to a delay in engaging a resource
to conduct the work.
Complete data base and deliver to
HR Branch.
09:44:04.000000
As agreed at QHIC R & I meeting larget date
changed to 22/05/2009.
22-May-Q9
I
21 of 27
- -
RS-00234 VMO & HACCS
Employees without Rosters
RS-00235 Number of open
severity 3 defects for UAT
Amanda
Doughty
Jack van
der Zvan
The risk is VMQ & HAeC do not have
a formal roster process, due to
variable work hours as a
consequence staft may not be paid as
Workbrain requires a proactive
fortnightly roster.
The risk is that the number of
unresolved severity 3 defects at entry to
UAT may lead to (a) unable to pass
UAT test cases due to existing defects,
with potential for re-testing to impact
schedule or (b) unable to resolve
severity 3 defects or agree to wo
21/04/2009 - OHIC MGT Team
does not want this risk closed.
This has returned to "Active", and
they agreed that the current risk
score should be very high.
17/04/2 009: OH/IBM/ CT R&I
meeting agreed this is a business
risk and therefore should be
closed
Agree to turnaround times and
acceptable number of severity 3
defects at mid point and end of
UAT
18:02:00.000000
QHEST risk validated
21/04/09 Database due to be delivered 22/5109
risk will remain op
14:46:25.000000
Status update from QHIC R & I meeting 08/05
Workshop Scheduled to find solution.
18:13: 13.000000
vO .4: Monica Warner 2009-05-11
14:51 :42.000000
Update from OHIC R & I meeting 08/05;
Expecting formal agreement on acceptable
work-around list for all Sev 3 and 4 defects.
vO.1 : Monica Warner 2009-04-23
18:20:34.000000
08..)un-09
15-May-09
OHEST Risk validated
21 /04/2009 (JZ) - Meeting scheduled to review
the priority of severity 3 defects by cob 24/4
and update as appropriate. Will then hand over
to defect I workaround management for UAT to
monitor turnaround times.
RS-00236 New wage type
requirements during UAT
JOHN
GOWER
The requirement to create new wage
types may be identified if new
workarounds are defined during UAT.
IBM is concerned that they may not be
able to deliver 10 all requirements based
on potential high volume. Exit from UAT
may be delayed if this process to
The process as communicated to
OH on the 28/04/09 is that all
. requests for for future changes for
wage types needs to be sent to
Jason Cameron directly.
vO.?: Monica Warner 2009-05-1 1
14:55:56.000000
Target date updated.
18:06:02.000000
26..)un-09
Mitigation plan updated.
-
220f27
r
14:23:42.000000
QHEST update, Responsible owner changed to
John Gower and target date moved to
0510512009
RS-00237 Wage type mapping JOHN Requirements to change the mapping The process as communicated to vO.11 : Monica Warner 2009-05-11 26.Jun-09
to GL accounts GOWER of wage types to general ledger QH on the 28104109 is that all 14:57:51 .000000As discussed at QHIC R & I
accounts may be identified during UAT. requests for for future changes for meeting 08105 - Target dale updated.
The process to configure these wage types needs to be sent to
changes needs to be confirmed. Jason Cameron directl y.
vO.S: Monica Warner 2009-04-30
Exit from UAT may be delayed if this
18:04:30.000000Mitigation plan updated. vO.7:
process to configure the mapping
Monica Warner 2009-04-30 14:48:24.000000
changes is not co
QHEST Update: Responsible Owner changed
to John Gower and larget dale changed to
05105109.
RS-00240 Change request Damon The schedule does not allow for the QHEST to conduct a second 15-May-09
register for Vendor Mgmt
Atzeni review (OF IBM impact resolution of these project issues and 15:00:42.000000
The Go-Live date may be delayed to assessment) of potential
As discussed at QHIC R & I meeting - This is on
enable IBM to resolve these issues, acceptable worka rounds. The
the deJect list -Target date updated
initial review conducted between
QHEST and SSP.
RS-00230 Testing Schedule John There is a risk to the QH1C project go- Monitor and report on testing vO. 17: Monica Warner 2009-05-11 26-Jun-09
Gower live date as the test schedule has no activities 14:31:05.000000
contingency allowance. As agreed at QHIC R & I meeting 08105 risk
reduced to 700
Is a delay likely?: Yes vO. 11: Monica Warner 2009-04-28
14:29:34.000000
Monitor progress of UAT and advise any
potential slip to UAT Schedule.
I
I
14:10:04.000000
responsible owner changed to John Gower and
target date moved to 26/06/09.
vO. 7: Dave Jackson 2009-04-28
13:55:41.000000
23 of 27
8. Deliverables - to be updated following approval of revised SOW8 and other documents
submitted to CorpTech on 13/03/2009.
24 of 27
Pages 40 through 42 redacted for the following reasons:
- - - - - - - - - - - - - - - - - - - - - - - - - - - -
s37 access deferred
Page to be removed
Page to be removed
Queensland
Government
PubUcWorks
QHIC (SAP HR &Workbrain)
Performance Validation Interim Report - Round 2
Performance Assurance Group
Table of Contents
1. Executive Summary ... ...... ... .. .. .. ..... ..... ..... .... .. ..... ......... ............ .. .... .. .... .. ..... .. ... ........... 3
1.1. Objectives... ....... .. .... ... .. .. ..... .... .... .. ..... ... ... .. .. .. ... ...... .... .... .. .. .... .. ........ ... ..... .. .. ....... . 3
1.2. Results ...... ...... ... .. . ..... .... .. .. .... ... .. .. .. .. .. .... .... .. ... ... .... .. .... .. ............. ..... .. .. .. .. ... .. . 3
1.2.1. SAP HR (HER) .. ... ..... .. ..... .. .... .. ... .. ... ..... .... .... . .. .. ....... ..... ..... 3
1.2.2. Workbrain .... ... .......................... .. .... .... ... ...... ... .. .... .. .... .......... ...... .... .. ... .. ........ .. 3
1.2.3. Citri x .. ..... ........ .... ........ ....... ... .. .. ... .. .. .. .. .... ... .. .... ... ... .. .. .. ..... .. ............. .... ......... 3
1.3. QHIC Success Criteria Table .... ........ .. .. .... .. .. ......... .. ..... .. ....... .. .. .. ....... .. ... .. ... ..... 4
2. Risks .... ... .. ....... .. ............ .. .. ..... ...... .. ...... .. .... .. .:.. ... .... .. ... .. ... .. ... .. ..... .. .......... ... .... .. ........ 4
2.1. Shared environment .. ...... ... ...... ... .. .... .. .... .. .. .......... .. .. .. .. .... .. .. .. .. .... .......... .. ... .... .. . 4
2.2. Time ....... .. ..... ... ...... .... ...... .. :... .. ..... . ...... ..... .. ... .. .. .. ... .... .. .... ... ... ... .... .. ....... ... ... ....... 4
2.3. Stabi lity ...... .. ...... ... .. .... .. .. .... ... ... .......... ...... ... .... .. .... ... ............. .. .. ... .. ........ ... .. ... .. .... 4
2.4. Development ..... ...... .. ... .... .. .... .. ..... .. .... .. .... .. ... ... . ... .... .. .... ....... ....... ... ... ....... ....... .... 4
3. Caveats .. ... .. ....... ...... ... .. .. .. .. ..... .. .. ........ .. .. .. .. .. .... . .. .. ... .... .. .... .. .... .. .... .. .......... .. 5
3.1. No comparison .. .. ... .. .... .. ...... .. ... ..... .. ... .... .. ........ .. .. .. .. .. ... .. .. . .. .. .......... .. ........ . 5
3. 2. Data ..... ...... .. . ..... .... .. .. ..... .. .... ... ..... .. .... .. .... .. ..... .... .. .. ... .. .. .... .. .... .. ......... .. .. ... .. .. ...... 5
3.3. Execution .... ..... ...... ....... ...... .. .. .... ............... ........ .. .... .. .... .. ... ........ .. ... .. .... .. ... .. .... 5
4. Configuration .. ........ .................. ... ... .. .. .. .. .. .. ... ... .. ..... ....... ............ .. ... .. ... .. ........ .. . .... .. 6
4.1. Workbrain Confi guration ........ .. .. ... ... ....... .. .... .. ... ... .. .. ... ...... ....... ........ ... ..... ........ 7
4.2. SAP Configuration .. .. ...... ......... .. ... .... .. ... ..... ... ... .. ................ ....... .. .. ..... .. ... .. ... ..... ..... 8
5. Test Set-Up ... ... .... .... .. ... .. ..... ..... ....... .... .. .... .. ... ..... ........ ... .. ..... ........ .... .... _.. .. ._...... .... ..... 9
5.1. Test lab topology ... .......... .. .. .... .... ...... ... . ..... .. .. .... ... .... .. .... .. ... .. ..... ..... ........ .. . .... . 11
6. Results (Summary) ..... .. .. ..... ......... .. ... .... ... .. ... ... .. ....... .. .... ... ... ... .. .. ... .. .. .. ...... .... .. .. ... 12
6. 1. SAP ....... ... .... ........ ...... ... .... ... .. ...... .. ... .. .. ... .. . .. .. ... .... .... .. ..... ... .. .. .... ... .......... .. ....... 12
6.2. Workbrain ... ........ ........ . ... .... .. .. ...... ..... .. ..... .. ... .... .. .. .. .. ....... ... .... .. .. ............... .. .. .. .. 14
7. SAP Certification .. .. .. .... .. ....... .. ............ ....... ... .. .. .. .. .. ........ ... .. .. .. ... ...... .. .. ... . 17
8. Workbrain Certification...... .. . .... ..... .... .. .... .. ...... .. ...... .. .. .. .. .. ............... .. ............ ... .... ... 18
9. SAP Baseline .... .... ........ ......... ....... ... .... .. ... .... ... .... .. .. ..... .... .. ....... ... ......... ..... .. ... . .. ...... 19
10. Workbrain Baseline ....... .. .... .. ........... .. .. ....... ... .... .. .... ... ... ....... .. .. ... .. .. ..... ... .. ..... .. .. ... .. 21
11 . Citrix Baseline .... ......... .... .. .. .. .. .. .. ...... .. .... .. ... ..... .... .... .. ... .. ............. ...... .. .. .. ...... 25
12. End of Document .. ........ ....... .. .. ... .. ... ..... ....... .. ... .. .... ...... .. .. ..... .. ... ...... .. .. .. .. .... .. .. ..... 25
QHIC Performance Interim Report - Round 2 2 CorpTech
Version : 1.0 23/0612009
1. Executive Summary
1.1. Objectives
The document describes the results, configuration, and test set-up of the online performance
and volume testing - Round 2 conducted for the Qld Health QHIC project .
The objectives were to:
Show the solution is capable of supporting 650 Workbrain and 150 SAP users.
Prove the endurance of Work brain and SAP with an 8 hour run at 150% workload.
Measure the response time of key transactions for Workbrain and SAP under load.
Measure the maximum capacity of the Workbrain system for future expansion.
1.2. Results
Testing has not been completed , round 3 is being planned for August. This document is to
be viewed as an interim report only.
1.2.1. SAP HR (HER)
SAP HR performed well under load, easily handling 225 active users over a period of 8
hours. This is 1.5 times higher than the expected concurrent user base.
1.2.2. Workbrain
. Workbrain hardware was sized to deliver an expected 3,000 concurrent users, but failed to
reliably deliver more than 1,100.
Workbrain scaling issues have returned with 1 s'erver delivering -900 users, but with 3
servers barely handling -1 ,200.
Workbrain was unstable during our load tests, with small failures cascading to the point
where the whole system crashed. These issues have been documented and sent to the
vendor (Infor) for analysis. Defect 3117 raised.
Workbrain will handle the 650 users for QHIC, but it was impossible to sustain 8 hours at
150% workload. For this reason, the Performance Assurance Group does not believe
Workbrain is ready for production.
1.2.3. Citrix
No CITRIX tests were performed in this round of testing.
Please refer to :
"QHIC P&V - Part I - Citrix Scalability Testing - Executive Report" dated 25-Feb-2009.
Version: 1.0 23/0612009
1.3. QHIC Success Criteria Table
Criteria Success
OLD Health SAP HR to support 150 power users each with 2 SAP Sessions ../
Workbrain to support 650 concurrent users (OLD Health user volume)
-
Benchmark the target system to find its break-point by gradually increasing
the workload up to the maximum number of licensed virtual users.
../
Benchmark the average response times for each of the scripted transactions. ../
No specific target response times have been provided except for the Citrix
presentation layer display. For this, 80% of the transaction executions are
expected to complete within 15 seconds or less for Citrix.
../
SAP system resource utilization at full OHEST user load to be below 80% for
online transactions.
../
Workbrain system resource utilization at full OHEST load to be below 20%.
Note that Workbrain's full target load is 3000 concurrent users. OHEST will
make up 20% of the total concurrent Workbrain user population
X
2. Risks
2.1. Shared environment
The OHIC Preproduction environment was shared during Round 2 test execution between
the PAG and PPV team. While every precaution was taken to ensure the tests were started
on an idle system, there is a possibility that some minor interference went unnoticed.
2.2. Time
A lot of time was spent with IBM trying to diagnose problems with Workbrain scalability.
Time was also lost due to infrastructure issues (flooding) at Herston.
2.3. Stability
Workbrain crashed frequently under load and there was significant time spent waiting for it to
become ready again. The team really needs more time to assess Workbrain's endurance.
Perhaps this test is better left until scalability issues have been addressed.
2.4. Development
Workbrain is still being developed. This report only applies to Workbrain release 0.110.
Version: 1.0 23/06/2009
3. Caveats
3.1. No comparison
Since the QHIC Solution is a complete new solution there is no comparison possible with
legacy systems.
3.2. Data
Data provided was simplified to enable rapid development of test scripts.
3.3. Execution
Some transactions are not simulated perfectly according to how they are performed in
production due to the complexity of developing those scripts. For example, in production a
person would run a report for a certain ward and report accordingly. In our simulation each
report was executed against QLD Health as a whole. The effective throughput is the same.
Version: 1.0 23/0612009
4. Configuration
Environment Hardware OS Software Database
SAP
HP SuperDome
(HP Itanium 1.6Ghz) 64-bit
7 dual core CPUs - 48GB RAM
HPUX B.11.23 SAP ECC 5 Oracle 10.2
Workbrain IHS
Web Servers
2 x HP BL460C, each
2 x 3GHz Intel Xeon dual core
CPUs 16Gb RAM
Windows
Server 2003 (32
bit)
Apache +
IBM Plug-In
nla
Workbrain
Application Server
3 x HP BL685C, each
4 x 3GHz Opteron dual core
CPUs 20GB RAM
Windows
Server 2003 (32
bit)
WebSphere
6.1
Workbrain
0.110
n/a
Workbrain
Database
HP SuperDome
HPUX 9.11.23 Oracle 10.2
Citrix
2 x Dell 2950, each with 4 quad
core CPUs - 32GB RAM
VMWareESX Citrix nla
Version: 1.0 23/0612009
4.1. Workbrain Configuration
Netscaler drapc
ssimsp28
- ,
ssimsp29
- -
w rkbrain' 2
ssimsp30 ssimsp31
JVMl .4:
,..

JVMl :s:
1M
WebSpttere. JVM2 .4:
....

JVM2 ;Is:
....
JVM3 k
,..
WebSpttere.
JVM3 .4:
,..
JVM4
..
WebSpttere.
JVM4
...
w rkbrain 3
ssimsp32
JVMl
JVM2
JVM3
JVM4

...
t
'@M!IMJ.

;;;;
Database
ssisappc
ORACLE'
Version: 1.0 23/06/2009
4.2. SAP Configuration
HER900
ssisappf

ORACLE'
Version: 1.0 2310612009
5. Test Set-Up
LoadRunner was used to simulate users logging on to SAP and Workbrain from OLD
Health's Test network. A mixture of trans actions identified by OLD Health to be typical of
daily activities were used for the tests.
The distribution of these transactions was a s follows:
Application: SAP Workbrain
Logon 150 650
New appointments 1Create new employee 561 hr n/a
Pay simulation - retrospective 195 1hr n/a
Establishment report 4581 hr n/a
Date monitoring report 4581 hr n/a
Terminations 331 hr n/a
Opening a roster with a large number of sta ff/teams n/a 25001 hr
Searching for employees to fill un-staffed shifts n/a 12501 hr
Processing information in timesheets n/a 74401 hr
Undertaking leave balance reports per team n/a 4581 hr
OLD Health SSP & Lynette Land, Function al Lead Rostering OLD Health, advised us these
transaction numbers based on their estimati ons for the OHIC Solution.
For SAP: Virtual user logins were selected from a pool of 900 unique SAP user accounts.
Each login was assigned a transaction acco rding to the distribution table above.
For Workbrain: Virtual user logins were selected from a pool of 30,000 unique Workbrain
user accounts. Each login was assigned a transaction according to the distribution table
above.
Due to stability problems in Workbrain, an y login that failed any transaction was removed
from the available pool for the rest of that te st to ensure there were no problems re-acquiring
unreleased resources.
A test was considered a success if it compl eted with less than 1 % of transactions failed, an
80 percentile transaction response time under 8 seconds (this does not apply to the
generation of lists/reports) and met the tran saction load target.
The specified target of 15 seconds was sup posed to be applied to the CITRIX experience of
the system, but we did not use CITRIX for this round and so the limit has been lowered to
the standard 8 seconds.
Anything else was considered a failure.
Version: 1.0 23/0612009
Transaction Flow
Wll'rkbrain'
Crea te Unstaffed Shift
w.1' rkbrain'
Book Off Empl oyee
w,rrkbraln'
Fill Unstaffed Shift
w""r kbraln'
Change Shift
...
PA40 PA30
Create New Employee Create Employee Prior Service
,...
PA40
Terminations
...
YHRDATE_MONITOR
Dat e Monitoring Report
w",r kbraln'
;;pJII"
Submit Timesheet View Employee Details
PCOO_M13_CALC_SIMU
Pay Sims - retrospective
w.,rkbraln'
Leave Balance Report
r '
YHESTAB_RPT
Establishment Report
--
-

-
5.1. Test lab topology
---:=
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Each Load Generator has 1GB of memory and 1 Virtual CPU allocated. The Mediator has
1GB of memory and 1 Virtual CPU allocated.
Version: 1.0 23/0612009
6. Results (Summary)
6.1. SAP
The matrix describes the several test scenarios executed and its pass or failure status:
Test Virtual I I I I I I
Run Scenario Users Think Time Duration Success Reason
(sees) (mms)
.----.--- 1 I Logln_!-.9..9
out
I 50 -----------;1.9.- -----i--.--------.----------
1
----------?--I Login Logout t---------- 150 30 -
. _____.____________ 429 ______________]0.L_____ ___}Q_______..____ ___ ___ .+ ___ _______
4 ' Mixed trx-100% ' 150 301 120 " j Time Fail
__ .. .................. ___:___::::::::. .-=:=::
=
.-----........... -::=-.:-....':'...._____
_____________ ----------:--- ___=
__________ ____________ i 30 ! ________._J_?9__ ________- _______ __ _____.
. - 100% __________ _____ ____ ____ ____ .
.____ ............. ___ ---.----........ I _!.?.9._-------- ...!-----L. ---.-..---.
----1} ..
---------16 225 t--- 30 1- - ---480 ='--j 1
The SAP test execution went smoothly on the whole.
Early failures (before run 10) were easily resolved with minor tuning.
The dialog processes, in day mode, were increased from 13 dialog processes to 48 dialog
processes to avoid dialog process locking.
Productive 1nstanCBS and their WP d1str1bution
Host Hane Server Male Instance Pr Dfile
OP 018 SP BPA Spo Upd Up2 Enq SUR
I
asl sapp1 S" pp1_HER_Dl HER_OVE8!6S81_SS1SAPPF
Day 48 22
N1ght 25 45
77
77
I
SAP Kernel parameter changes:
Parameter Old Value New Value
ztta / r o ll e xtension 40000 000 00 80 00 000 0 00
abap/heap area total 4000000000 800 0 0000 00
em/initial s ize ME 4046 18288
rdisp/wp no btc 3 22
rdisp/wp no dia 16 48
QHIC Performance Interim Reporf - Round 2 12 CorpTech
Version: 1.0 23/06/2009
For a period of 8 hours the QHIC SAP system was more than capable of supporting 150% of
the concurrent user load and workload. The overall CPU was averaging around 80% which
is well within the guidelines of the success cr,iteria.
Details of this run, run 16, can be found in section 9, this run will be our baseline run for the
next round of QHIC performance testing.
Version: 1.0 2310612009
6.2. Workbrain
Version: 1.0 23/06/2009
Version: 1.0 23/06/2009
Workbrain will handle the 650 users for QHIC, but it was impossible to sustain 8 hours at 150% workload.
Details of successful run 61, including transaction timing, can be found in section 10, this will be the baseline for round 3.
As from test 49 onwards, the default timeout on browser replies was increased from 120 seconds to 600 seconds. 120 seconds is the Internet
Explorer default that all people would have on their desktops, but at this stage we were giving WorkBrain every opportunity to succeed.
Version: 1.0 23/0612009
7. SAP Certification
Performance Assurance Team certifies the
QHIC SAP Environment:
SAP EGG 5 with Oracle 10.2 on
7xdual-core HP-UX 11.23, 46GB RAM
225 Concurrent Users
Dat.e: 23.06.2009
Version: 1.0 . 23/06/2009
8. Workbrain Certification
Workbrain has not passed performance certification .
Version: 1.0 23/0612009
,
9. SAP Baseline
Run 16: Mixed transaction 150% load
Run Details
Transactions Mixed
Users 225
Think time 30sec
Duration 8 hours
Started Fri , 10 Jun @
Result Successful
6:16pm
Step Profile
Step Count Avg 80%
Logon 15636 0.33 0.36
Open 2nd session 15624 0.34 0.38
PA40 - Create Employee Save (Info type 0001) 703 4.27 4.92
PA30 - Prior Service Save (Info type 9003) 319 1.51 1.68
Execute Date Monitoring report 3844 61 .03 68.92
Execute Establishment report 3950 1.48 0.63
PCOO M13_CALC SIMU (Execute) 3946 26.73 49.35
PA40 - Term inate Employee Save 608 2.25 2.60
Comments

An average 80% load on the system.

Machine is peJiorming ve ry well .
QHIC Performance Interim Report- Round 2 19 CorpTech
Version: 1.0 23/0612009
y'
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QHIC Performance Interi m Report - Round 2 20
CorpTech
Version: 1.0
2310612009
.
10. Workbrain Baseline
Run Details
Transactions Mixed
Users 1145
Think time Random 50%/150% of 30s
Duration 2 hours
Started Fri, 18 Jun @ 2:34pm
Result Successful
Step Profile
Step Count Avg 80%
Logon 22347 0.051 0.043
Multiple trans actions - Load Schedule (MVS) 13822 1.055 1.195
Create Unsta fled Shift - Save Shift as new 6442 0.200 0.223
Fill Unstaffed Shift - Publish Roster 1942 1.174 1.331
Leave Balan ce Report 1155 10.584 11.196
Book off Empl oyee - Publish Roster 103 1.050 1.199
View Employ ee Details - Locate Employee 1233 0.122 0.113
Edit Shift - Publish Roster (MVS) 1422 1.247 1.412
Submit Times heet - Save 14681 3.068 3.595
Comments

An a verage 35% of CPU on the system . When WorkBrain tests succeeded the system
looked really good, but any more load than this would quickly drive the CPU to 100% cause
the whole lot to crash.
QHIC Perfor mance Interim Report - Round 2 21 CorpTech
Version: 1.0 23/0612009
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QHIC Performance Interi m Report - Round 2 22 CorpTech
Version: 1.0 2310612009
Application Servers CPU
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Version: 1.0 2310612009
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Version: 1.0 23/06/2009
11. Citrix Baseline
There was no Citrix testing done in Round 2, please refer to the document:
"QHIC P&V - Part 1- Citrix Scalability Testing - Executive Report" dated 25-Feb-2009.
12. End of Document
QH IC Performance Interim Report - Round 2 25 CorpTech
Version: 1.0 23/06/2009
FiHR QHIC Project
Week 2009 - 31
Week ending 31 sl of July 2009
Version 1.0
14 May 2010

2Q1Q4I2009
Restart of UAT UA T restarted on 06/05/2009
06/05/2009
2+lIW21:)1:)9
Start of SM UAT Started on 11/05/2009
11/05/2009
(H mr:.. I" ("'IQ
Completion of PPV3 Test execution completed; PPV3 Test Summary Report being reviewed by stakeholders
09/0712009
1.lQ121:)1:)9
Completion of PPRT Report finalised, no further updates required, awaiting acceptance
10/07/2009

Start of Go Simulation 2
To be validated 1updated following decision from OF'tIC Board on UAT E2E entry date
IT'O'l".... nical
22/0912009
')&::H1t::. /')(V \ Q
Completion of UAT (incL Regression) To be validated I updated following decision from OHIC Board on UAT E2E entry date
21/09/2009
27tQ7t:2QgQ Completion of Go Live Simulation 2
To be validated I updated following decision from OHIC Board on UAT E2E entry date
Execution 16/10/2009
To be validated I updated following decision from OHIC Board on UAT E2E entry date
Cutover 27/10/2009
2 of 30
2. Proposed Project Timeline (reflects UAT E2E entry checkpoint of 14/08/09)
JUL AUG SEP OCT NOV DEC
I 7/8
I
UAT
1418
. l 1=:1 14/8 UAT Entry Checkpoint
E'''m,m'' .e. I
UAT
I 21/8
I
UAT E2f .. II: Pavn.ms R. ' 5/10
I UAT E2E
29/8
Technology
!
I: PPV R&greSflion
25/9
-
Critical Path
s&v Regression II
I
i ---.1.3/10
I
,
mplementation b u,over Sim 2 Technical Cutover --.,
30/10
Prep.
Cutover Sim 2 Business Cutover
I
,
11/9 18/11
Master Class Refresher D I I SSP Tr Inlng
13/11
23/10 I I Payroll 8U(8 Training
Final
I
Technical Cutover Part 1
Preparation
30/10
Penetration Testing Preparation

, penetra',lon Testing Execution H 10/11
I
!
Final activities for Technleal Cutover t:j
10/11 Cutm,er Gol NoGo
,
t1,5/11 I
Business
Executa Business Cutover- Org Data H
I
,
'-' r---1,9/11 .
Cutover
I
Exeeute Business Cutover - Time Related Data 1.-.1 20/11' Go Live
1
30/11 First Pay run
Support
1
!
Extended Support
3 of 30
None
4 of 30
4. Overall Status
The project is reporting RED due to:
a number of severity 2 defects will not resolved by IBM and the UAT teams by 07/08/09 which may result in a delay to
the entry of UAT E2E
The project will continue to report Red until:
the QHIC Board has assessed the impact of the outstanding severity 2 defects and made a determination on the UAT
E2E entry date
agreement on requirements
baseline has resulted in a
significant number of issues
being raised in UAT, causing a
current delay to the UAT
schedule.
General
Issue resolved: QHIC Board on
29107109 agreed the following:
The Requirements Traceability
Matrix (RTM) is
An IBM document to be used
to facilitate UAT and decision
making
Not a contractual document
Not a representation of the
full QH and Corptech
Business Requirements
Open until commencement of
UAT E2E to enable any
further requirements to be
agreed and added for testing
The RTM will be used by IBM to
assess defects found in UAT
Defects not reflect in the RTM
will
Q7IQ8/QQ
John Gower
Resolved
5 of 30
A number of severity 2 defects
may not be resolved by 07/08/09
due to:
a) final requirements are yet to
be provided to IBM
b) significant changes to
previously signed-off
requirements (#1100 and #1334)
c) items that are not in scope or
are not agreed as Sev 2
defects will be
approximately 90 at 7
August.
The execution plan for E2E
UAT does not allow for so
many defects to be present
in the
AMBER Issues and Actions to be addressed:
and Go Live Impact
If Go ..Live is NOT affected the
defect will be dealt with intbe
usual agreed manner
according to severity
If Go live is affected the
defectwill be sent to the
QHIC board for resolution
1. QH/CorpTech to provide
1. Pierre Pienaar 1. 03/08/09
requirements
2. IBM to conduct an impact
assessment and develop a
schedule for all build and
2. Jason Cameron 1
Mark Dymock
2. 04/08/09
system test activities.
3. 04/08/09
3. IBM to assist QH to update
3. Jason Cameron 1
the consolidated delivery
schedule that includes UAT
Mark Dymock 1Brett
Cowan
retest of all defects.
this Amanda Doughty
2. Replan the E2E UAT execution
phase to account for the
disruption to execution.
Acceptance sheets for the
be
Damon Atzeni 7/08109
PDRs are not being
completed for outstanding PDRs
completed. Currently there is 5
Process PDRs that have been through
the review process and have
not received an acceptance
sheet for.
6 of 30
Week 2009-31
WP 3.15e PPV 3 Test Lead Reviewer Feedback Brian Cox ;oQIQ71;oQQ9
Completion Report not provided 17/07/2009. Additional
;om7l;!QQg
comments to be incorporated h I I accepted as scheduled.
31/07/2009 Tee noogy
from workshop 21/07/2009.
Updated document sent for
acceptance.
WP 3.23 PPV Test Plan Walk through conducted on Nick Kwiatkowski :19,<97,<;0999
Update not sent out for review 16/07/2009, feedback provide
:17,<97,<;0999
as scheduled. COB 17107/2009.
31/07/2009
I Additional comments to be
Technology
incorporated from workshop
21/07/2009.
Updated document to be sent our
for review
IS-00284 (700) - Ability to Workshop with business I Nick Kwiatkowski I ~ H 9 7 , Q 9 9 9
process Pay Monday in stakeholder held Monday
07/08/2009
27107/2009. Documented I window. PPV3 Test Results
Technology
confirms standard payroll resolution to be workshopped on
timings. Workshop required to Monday 03108/2009
assess EB processing impact
Issue IS-00291 (900) Issue for post go-live capacity I Nick Kwiatkowski I 14/08/2009
Performance & load growth. Infor engaged to assess
sustainability problem the issue. Initial report identified
identified in Round 2 of Stress some optimisations that will be
and Volume Testing. Solution re-tested in PPV environment on
6
th
to 7'h of August
requirements for 600
Technology
I meets current business
Confirmed Go-Uve requirement I Nick Kwiatkowski I 06/08/2009
concurrent users.
for 600 concurrent users.
Meeting scheduled to determine
size and rate of 'business growth
Martin to follow up with Jane I Martin Brown I 07108/2009 I KT Plan needs to be finalised.
Cutover
Stewart
Training, Business Readiness, System Test & Data Migration teams are reporting Green.
7 of 30
Process
(Alice
Wehl)
Training
(Rehana
Seneviratn
e)
Acceptance sheets for the
PDRs are not being
completed. Currently there is
5 PDRs that have been
through the review process
and have not received an
sheet for,
Acceptance sheets
to be completed for
outstanding PDRs
PDR's are being submitted as per the schedule
o 4,2,1 Manage Fixed Term Separations & 4,2,2 Age Retirement & Resignation submitted for review on Thursday 30
July as per schedule
o Replied to all formal feedback provided during the review period of 8,3 Job Documentation and 2.2 Leave PDR's, No
has been
Overall Status: GREEN
The team is reporting Green based on the following:
Ongoing work on updating training materials (work instructions, simulations, training guides, and quick reference
guides) due to defects are on track for the Master Class Refresher scheduled for the week of the 07/09/2009 ,
All 37 Workbrain simulations have been updated with new screens. These will have a final review over the next
couple of weeks, Due to be complete by the 14/08/2009,
Continue to make updates to training material and follow up questions as per SSP requests, Working with data
migration team to get extra data into the training database, This is due to be completed by 14/08/2009,
This material has been

8 of 30
Design &
Build
(Jason
Cameron &
Pine
Pienaar)
A number of severity 2
defects may not be resolved
by 07/08/09 due to:
a) final requirements are yet
to be provided to IBM
b) significant changes to
previously signed-oil
requirements (#11100 and
#1334)
c) items that are not in scope
or are not agreed as Sev 2
2.
impact assessment
and develop a
schedule for all build
and system test
activities.
3. IBM to assist QH to
update the
consolidated delivery
schedule that includes
UA T retest of all
defects.
1004 I Assigned Rebecca
Hardware
2. Jason CameronlMark
Dymock I 2. 04/08/09
3. Jason CameronlMark I 3. 04/08109
DymockiBrett Cowan
1267 I Assigned Meaghan
Croft
Benefit Superannuation is calculating
1096 I Assigned Roslyn
Ricoine
incorrectly
WI3: Casual VMO - emplotyee 00065788 Incorrect
payment of OT, RC OC and ordinary hours in WB
Timesheet
on 07/07. Status
9 of 30
WAAklv Report: Week 2009-31

N
1433
Sevent
1100
1334
ew
2 changes that will not be delivered for 07/08 and are currently being assessed for Impact
Assigned Jason Cameron Leave is overwriting planed OT & Paying Oncall Allowance if these
are contained within the employee shift paUern
Awaiting for QH to provide final business requirements.
Assigned Jason Cameron FI ECC ALCS Guidelines - Legislation Changes
to be a
Assigned I documentation when SAP
Assigned payrun no process I
procedure
Assigned
10 of 30
PPRT Test Completion Report
The final version of the PPRT TCR was submitted and Shane Morrish (Lead Reviewer) has confirmed that there are
no changes required and that this document is Recommended for Acceptance. It is ready to be submitted for
acceptance at the next Directorate.
Retro on retro test planning
System
Testing
Retro on retro test preparation is on track as per schedule. HRAM have requested we add ALCS verification to the
scope of the testing and we are looking at this now.
(Mark
Dymock&
Requirements Matrix
Sallyann
Pengelly)
As confirmed during the recent Board meeting, the Requirements Matrix will remain open until the beginning of the
next UAT phase. This will allow review and refinement by all stakeholders. All defects being raised during UAT E2E
will be verified against the matrix, while defects not able to be validated through the matrix can be escalated to the
Board for a decision.
UAT Entry and Exit Criteria Review
The UAT entry and exit criteria have been reviewed with a number of suggested changes and additions to be
addressed prior to the next Directorate. A further meeting is to be held on Monday 3 August to review the latest
from all stakeholders and aaree the final .
UAT
(Brett
Cowan &
Mark
Dymock)
2.
approximately 90 at 7
August.
The execution plan for
E2E UAT does not
Delay the closure of
this phase of testing.
2. Replan the E2E UAT
execution Dhase to
11 of 30
Business
Readiness
(Marita
Allen &
Genelle
Brooks)
so many
defects to be present in
the
account for the
disruption to execution.
Data preparation for UAT E2E is progressing, but the technical cleanup of the following points is a concern for stating UAT
E2E on schedule:
Balances
Work Detail
Leave
Entitlements
Stat Order, cost centers and jobs
QHEST has organised meetings with IBM to communicate our concerns and requirements. Resolution date from IBM is
currently unknown.
The next week status is planned to be Red on the expectation that:
The required mitiQations cannot be
Overall Status: Amber
PARIS Website
Commencing the build for the final LM Processes of PARIS & Glossary
These will be released next week or early the following week (depending on the following point) for review by Senior
Stakeholders (ETA Friday)
The only remaining content to be built is on the process flow for the final process in "manage my establishment ".
Content should be agreed by Thursday
Awaiting more info for how the FIN forms work in with the existing structure of PARIS.
Employees with No ESP/Lattice Rosters
The HACC form has been sent to the HACC Coordinators for review and HRB will meet with Coordinators
VMO's spreadsheet developed to collect data.
Process for remaining employees- These are the employees who did not have a roster in ESP/Lattice at the
end of the Dav Deriod (extract run 13/07/09
12 of 30
13 of 30
The SSP will do further analysis on this data.
Workshops
Line Managers Reports Workshop - a list of reports that can be generated through DSS and through SAPlWorkbrain has
been identified. These will be available to Line Managers through the PARIS website.
Recording external staff details (Agency Nurses only) - HRB to confirm that only Ihe Agency name is to be recorded and
not the individual nurse's name. CorpTech to provide Workbrain examples of Reports. Damon to liaise with Data
Migration team regarding configuration.
Communication
Fact Sheet on Advanced Processing has been drafted and is being reviewed.
Pay In Advance Fact Sheet is in draft format.
Technology Workstream is reporting Amber for the following reasons;
Services
Technology I WP 3.15e PPV 3 Test
Tech.
Completion Report not
accepted as scheduled.
(Nick K. &
Nicola 5.)
A A A
Technology I WP 3.23 PPV Test Plan
Update not sent out for
review as scheduled.
Lead Reviewer Brian Cox 2010712009
Feedback provided

17/07/2009. Additional
31/07/2009
comments to be
incorporated from
workshop 21/07/2009.
Updated document sent
for acceptance.
Walk through conducted Nick 2010712009
on 16/07/2009, feedback Kwiatkowski
2710712009
provide COB 17107/2009.
31/07/2009
Additional comments to
be incorporated from
Technology I IS-00284 (700) - Ability to
process Pay Monday in
window. PPV3 Test
Results confirms standard
payroll timings. Workshop
required to assess EB
processing impact
Technology I Issue IS-00291 (900)
Performance & load
sustainability problem
identified in Round 2 of
Stress and Volume
Testing. Solution meets
current business
concurrent users.
Chanqe Requests (current and forecast):
sent our for review
Workshop with business
stakeholder held Monday
27/07/2009. Documented
resolution to be
works hopped on Monday
03/08/2009
Issue for post go-live
capacity growth. Infor
engaged to assess the
issue. Initial report
identified some
optimisations that will be
re-tested in PPV
environment on 6
th
to 7'h
of August
Confirmed Go-Live
requirement for 600
concurrent users.
Meeting scheduled to
determine size and rate
of business growth.
nlQ7.t;!QQ9 Nick
Kwiatkowski
07/08/2009
Nick 14/08/2009
Kwiatkowski
I Nick
I06/08/09
Kwiatkowski
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XI) to be applied 5 and 6 of September.
IssueslRisks & Notifications:
Issue IS-00284 (700) - Ability to process Pay Monday in window
Issue IS-00291 (900) - Performance & load sustainability problem identified in Round 2 of Stress and Volume
Testing
th th
14 of 30
Areas
Support
UATE2E systems due to be refreshed 10-14 Aug. ALL UAT environments required by 6pm Friday 7 Aug to
facilitate preparatory work to occur.
Issue 1 - QHIC will not be able to provide the environments back by 6pm Friday 7 Aug to facilitate the
refreshes.
Issue 2 - CITEC require an additional day to perform COP refresh as it is the first time this has occurred
on the new infrastructure (they have 2 business days, but now need 3 days).
Option 1 - CITEC use a day on the prior weekend (8-9 Aug) but this will incur an $11 K cost.
Option 2 - Provide CITEC with another business day (10-11 Aug, revised to 10-12 Aug) - if that
occurred; IBM, Basis, XI, Functional experts wili lbe required to come into work on Sat or Sun 15-16 Aug
to ensure all systems are re-initialised and ready for use on Monday 17 Aug.
Application of pre work for SAP GoLive Assessment;
1. HEP (inc HED, HEQ, HEU) STAPI and STPI updates to be applied as a transport (zero impact)
2. CMP (inc CMD) two day outage to move to NW 7 - EP-1, scheduled for CMD on 27
th
and 28
th
of July.
Any change of dates for UA T Rest or UA T E2E will be impacted by this, meeting scheduled for 24th of
July for re-planning ..
Sizing & Capacity
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XII) to be applied 5
th
and 6
th
of September.
Issue IS-00272 (300) - Workbrain Capacity Plan needs to be revised; PPV 3 Test Completion Report released
for review, including section on capacity guidance.
Issue IS-00284 (700) - Ability to process Pay Monday in window; PPV 3 Test Completion Report has the timings
for standard and EA pay runs. Workshop scheduled with business stake-holders (QHSSP and Pay Bureau)
business implications and next actions.
Testing; Infor currently working with S&V Team to re-run test case and gather data.
Infor in process of being engaged for Workbrain infrastructure review, currently to be scheduled.
Issue IS-00249 (700); The duration of the Workbrain recalculation task in Cutover Simulation 1.7 took twice as
15 of 30
Services
Data
Migration
(Nicolas
Darby &
Shane
Morrish)
Cutover
(Martin
Brown &
A
Pine
Pienaar)
Request to re-plan another weekend test. - not successful, as due
issues and the reduced window the test did not complete within the time frame.
Schedule:
WorkBrain ' GoingLive' equivalent - ongoing.
- No significant activity
Build 15 - OM, Payroll , and Workbrain loads are complete.
Status:
IBM Reporting green .
New Infotype 1222 testing (defect 548) was completed OK
New FBT and Nurses PDE data (for Defect 856) loaded and tested OK.
Build 15 OM, Payroll and Workbrain loads and reconciliations have been completed on schedule.
Workbrain recalculations are on hold for the deployment of a performance fix and will be completed on track for
6/08/2009
Workbrain leave balance extract for finance reconciliation is currently being performance tested
Current Status: Green
Reporting Green this week as the ranking of Issue IS-00250 has been decreased.
Criticallssues/Risks & Notifications:
IS-00250 (300) SSP Cutover Manual Data Entry Tasks need to be rehearsed: The objectives for the five cycles in
the rehearsal have been defined. Cycle 1 is in progress. Reporting will be based on these objectives.
Schedule: . Cutover Schedule and Cutover Process on going work:
Ongoing - the cutover plan under refinement.
SSP need to further refine their acceptance thresholds for migrated data at cutover, these will be reported against
data migration results at cutover and will be included in the final presentation for the Go/No-Go meeting .
to improve the proposed cutover practice schedule, to achieve this we will work
16 of 30
Implement
ation I
Business
Readiness
(Martin
Brown)
Middlesborough from the SSP to create a new schedule refiectina revised
Status:
~ Master Schedule All Feedback has now been received on the Master Schedule. Updates have been made to be
made to the schedule and feedback will be given to lead reviewer (Damon) 3/8. Approval is expected by 7/8.
~ Master Schedule The Master Schedule still predicts a Go-Live date of 20/11 & First Payrun of 30n 1 (premised on
reaching the defect checkpoint on the 7/8).
~ Extended Support Latest draft of Extended Support Plan, ,including the Responsibility Matrix was reviewed with
Janette Jones, Jane Stewart and Amanda Doughty on 31/7. It was agreed that Issue IIS-00283 Roles and
Responsibilities for Support are not clearly defined remains open but has been lowered to a severity 500.
~ Knowledge Transfer The Knowledge Transfer Plan was returned as accepted from Lead Review on 23/7,
discussion continues regarding requested updates. Session scheduling and logistics have commenced.
~ Knowledge Transfer Knowl'edge transfer Completion Report template has been agreed.
~ SSP Rehearsal - Rehearsal environment preparation activities are on track. SAP access is available, Workbrain
Recalcs still need to occur. None systems based preparation and data migration analysis activities are progressing.
~ Internal Controls Any requirements coming out of the Internal Controls review (IS-00286) need to be addressed
prior to Go-live.
The Implementation status continues to report Amber because:
KT Plan needs to
be finalised.
Martin to follow up
with Jane Stewart
Martin Brown 07/08/2009
17 of 30
Current Status: Amber
The revised SoW8 contains a provision for support and the detailed Roles and Responsibilities needs to be agreed.
For this report to turn green:
Roles and Responsibilities need to be confirmed/clarified (see below).
Support
Critical Issues/Risks & Notifications:
(Martin
A A A 15-00283 Roles and Responsibilities for Support not clearly defined. The first draft of the Extended Support
Brown &
Plan has been reviewed. Updates have been made to the RACI and a indicative recourse plan and draft shift
Brian
pattern schedule created. The extended support plan will be updated and submitted for lead reviewer
Frederick)
acceptance in line with the master schedule.
15-00288 Resourcing over Holiday Period. Latest Master Schedule predicts a Go-live date of 20/11 & first
Payrun of 30/11. This will result in the Extended Support period covering the Christmas/New Year period
which will require resources across all organisations to be available and hence will require detailed planning.
Schedule:
Extended Support Plan to be completed (including review) by 25/08.
18 of 30
Critical &High
Issues (900 &700's) OWner Description
ResolutionlMitigation
Plan Status Target Date
I S - 0 0 2 8 ~ Lack of John Gower The OHIC schedule has no
Monitor and Report on testing Target date moved to coincide with the 07-Aug-09
contingency to QHIC
Schedule
contingency allowance and this is
an issue as it impacts the OHIC
go-live date.
activities schedule assessment that will be
conducted by the board on the 6' ot Aug.
vO.15: Monica \'\lamer 2009-07-02
10.06.15.000000
I
-
Is a delay likely?: Yes
Resolution plan & target date updated.
10:06:15.000000
Resolution plan & target date updated.
vO. 14: Monica Warner 2009-06-29
13.18:04 .000000
IS-00284 Ability to Nick
There is a issue that PPV3 has
o Complete PPV 3 vO.18: Monica Warner 2009- 08-03 07-Aug-09
process Pay Monday in Kwiatkowski
not been able to execute the
o Results will teed into E2E 15.'26.50.000000
window
planned payroll perfonmance
Business window.
Update from Nick: Workshop with
tests and produce the test report
outcomes required to validate the
ability to process Steady State
and Retrospective EBs in an
business stakeholder held Monday
27/07/2009. Documented resolution
will 'be addressed in workshop on
Monday 03/08/2009.
vO.15: Monica Warne r 2009-07-23
agreed processing window.
15:21 :32.000000
This information was to be used
Update from Ni ck: The issue relates to
to validate the timing of the full error handling as well as PPV Test
pay run processing for interim
Completion Report, OHSSP Workshop
and final pays.
scheduled for 2710712009.
19 of 30
---------
15-00288 Resourcing over John Gower
The project will Go-Live 6 weeks
All organisations to confirm vO. 11: Monica Warner 2009-08-03 14-Aug-09
Holiday Period
prior to Christmas which will
require resources (across all
Organisations) to be available
over the ChristmaslNew Year
availability of required
resources.
Resource plan defined based
on Martin's support plan.
15.31 :49. 000000
As per IS-00283: The first draft of the
Extended Support Plan has been
reviewed. Updates have been made
vacation ,period.
to the RACI and a indicative recourse
plan and draft shift pattern sChedule
created. we need to have a clear
picture of resources by 14/08. Target
date updated.
08.1921.000000
Update from QHIC R & I meeting
10107: The resource plan will need to
be defined based on Martin's Support
Plan.
Resolution plan & target date updated
15-00291 Performance &
load sustainability
problem identified in
Round 2 of Stress and
Volume Testing
Nick
Kwiatkowski
During round two ofthe Stress
and Volume Testing programme,
it was identified that the IBM
delivered WOrkbrain solution for
Queensland Health failed to
reliably deliver load for
approximately 1100 concurrent
sessions on the Production
WorkbrainM'ebsphere cluster.
Request sent to Infor for
assistance (through Chris
Moss (IBM Websphere
Specialist and Nick
Kwiatkowski , IBM Technology
Coordinated - Dated
26/0612009
- Status follow up by Gary
Palmer until resolution
achieved - Date started
30/06/2009
vO.20: Monica Warner 2009-08
0315:41 :03.000000
Update from Nick: Meeting scheduled for
Thursday 06/08/09 to assess size and
rate of business growth. The
Technical requirements will be
assessed the following week.
15:29:45.000000
Update from Nick: Issue need to be
resolved prior to S & V Regression test
on the 14/08 and is pending the outcome
of Infor performance assessment.
Non functional requirement for Go-Live for
QHIC is 600 concurrent users, as agreed
by the board on 23/0712009.
14-Aug-09
20 of 30
07-Aug-09 15-00292 Lack of
agreement on Severity 2
defect definition
Amanda
Doughty
Lack of agreement on Severity 2
Net Pay defect definition prevents
the IBM team from finalising the
plan to resolve defects required
for (a) entry into UAT E2E, (b)
UAT E2E mid pOint and (c) Go
Live
Resolution Plan:
1. QH/CT to provide IBM
with prioritised list of
defects for resol ution
based on amended QH/CT
Sev 2 defect definition.
Received
2. QH & IBM working to
finalise requirements &
complete Impact
assessment.
15:48:33.000000
Once the UAT Entry & Exit criteria has
been agreed this can close. Target
date updated,
vO.13: Monica Wamer 2009-07-17
14:52:37.000000
As discussed at QH Ie R & I meeting
17107: The schedule will go out today.
Target date updated to allow time to
review and finalise.
21 of 30
7. Critical &High Risks
Critical &High
Risks (900 &700's)
Owner Description
Plan
Status Target Date
RS-00241 Ability of
Project to resolve defects
John
Gower
The risk is that the QHIC project
team may not have the resources
and processes required to
resolve the outstanding and
expected new defects prior to
scheduled lock-down of the
application for go-live. Note that
the risk is a project one and
relates to all responsibilities in
defect management from
identification thru build, test and
transport and re-test
Potential consequences are: 1.
Increased time to conduct UAT
and regression testing and
complete to satisfaction of Exit
Criteria, which may also impact
the project schedule. The
Resourcing
1. IBM to estimate Ihe work
effort required IBM to resolve
defects (.ie. analyse, fix, lest
and transport) for period 10
lock-down and review current
resource levels against this.
COMPLETED per John G
2. QHEST and Corptech SM
to review resource levels for
defect management in UAT.
Governance 1Defecl
Management
3. Conduct regular operational
defect review of priority and
turnaound of UAT defects,
suggest daily. Happening
Daily
vO.22: Monica Warner 2009- 07-22
14.34.23.000000
EPM updale: 22/07109 Trigger date
changed to 7 Aug 10 align with end of UAT
retesting phase. (pine)
14:34:23.000000
EPM updale: 22/07109 Trigger date
changed to 7 Aug to align with end of UAT
retesting phase. (pine)
Update from QHIC R & I meeting 26/06;
Updated Resolution Plan.
vO. 15: Monica Wamer 2009-06-19
15:28:02.000000
Mitigation # 1 completed. Required work
effort to resolve defects has been factored
into schedule to achieve 0 Severity 1 sand
2s by 24 July.
07-Aug-09
increased time is most likely to
relate to re-testing of resolved
defects. 2. QH may accept more
4.Conducl regular
management defect review of
new defects to identify
workarounds than is ideal (with
an agreed action plan for
resolulion).
possible workarounds or
defects which are nol critical
for go-live. Daily
Management
5. Monitor defect turnaround
times and report to
governance groups for
information and decision if
required. Daily Defect
Management meetings and
Status Report Covers this.
6. Increase process in
RS-00244 EB increases
may affect the project.
Amanda
Doughly
EB Increases have not been
accounted for and this may affect
Ihe scope of Ihe project Planning
for next round will need to be
Resolution Manaaement
Mitigation:
Only Master data changes will
be included in QHIC Solution.
Contingency:
vO.15: Sylvia Sim 2009-07-10
11:54:39.000000
QHIC Risk & Issue Meeting 10107109
Reason for the risk being downgraded
30-Sep-09
22 of 30
factored. There will be new More requirements addressed from Critical to High is because the
requirements for configuration via workarounds. Nurses Agreement and EB7 were
resulting from the recent EB. assessed as having no impact on
implementation. Still waiting for the
Medical and VMO agreements to be
released .
RS-1l0248 Risk that entry Amanda If the board decides to go Schedule UAT retesting Risk description & target date updated. 07-Aug-09
into UAT E2E may be Doughty
ahead with a 10
th
of Aug E2E
accordingly vO.8: Monica Wamer 2009-07-20
delayed if 'Go-Live' items
UAT there is a risk that the
07:53:54.000000
don't get tested.
current window will not be
sufficient to fully execute plan
because of the current
defects.
As discussed at OHIC R & I meeting
10/07: Target date updated.
09:43:38.000000
As discussed at OHIC R & I meeting
10107: Updated description & title.
vO.2: MOllica Wamer 2009-06-30
08.34.' 18.000000
Risk validated . raised at Schedule
workshop 23/06.
RS-002S1 Management of Damon Risk of no Coverage of One generic wage type Update from QHIC R & I meeting 21-Sep-09
Grandparent Azeni Grandparenting clauses within need to be created, 31/07/09: Under discussion with QHEST &
Arrangements current SAP wage rates due to no
clarification of business
requirement .
Movement of grandparent
clauses will create a
substantial work effort to
maintain. The risk is that staff
may not be paid.
This new wage type needs
to be tested and working by
21109.
SSP.
14:40:31. 000000
EPM update: 20/7/09(da)- UATtest
scripts under review to address this risk.
Application and treatmenl of a "Specific
payment" wage type in SAP IT00015 is
under rev iew,
RS-1l02S4 Changed UAT Brett UAT entry criteria have changed CR raised?: No This is awaiting Board decision Thursday. 07-Aug-09
Entry Criteria will Cowan since the UAT schedule was last Risk Treatment Strategy: vO.6: Monica Warner 2009-07-22
adversely impact target revised. There is a risk that - Mitigate 15:36:14.000000
UAT completion date defects whose resolution no
longer must be met before UAT
execution commences will
adversely impact other UAT
testing. In the worst case where
impacts cannot be contained in
the same UAT test cycle, andlor
additional testing re-work is
required, UAT may need to be
Mitigation Plan:
Perform detailed risk
assessment of defects that
have potential to impact the
UAT execution plan.
Reschedule UAT activities
within existing schedule as
required .
Flaq and monitor residual risk
Risk owner changed to Brett Cowan as he
is responsible for UA T.
08:05.55.000000
Risk Validated.
23 of 30
extended to complete the same factors associated with plan
tests andlor an additional and escalate to Project Board
regression testing may be where schedule is likely to be
required at the end of the UAT impacted.
period.
24 of 30
8. Closed Risks & Issues
Closed Risk and
Issues Owner Description
15-00287 POL Balance Amanda The POL Balance solution PDL Balance solution will Workshop was held on the 30'" of July, 07-Aug-09
Solution Doughty
requirement (previously identified
delivered in the 2"d week of
OH has accepted a manual work aro" nd
as a workaround) cannot be
UAT E2E execution. Plan
Issue can be closed.
delivered prior to start of UAT
test execution accordingly.
E2E.
RS-00246 Ability to Damon
The is a risk that the wage
Will be tested as part of vO.8: Monica Wamer 2009-08-03 07-Aug-09
Process Wage Type wa's Atzeni
type adjustments resulting
PPV3. 13:31 :30.000000
within pay window.
from agreed workarounds will
not be able to be processed in
(1) Design the Workaround
Database so that only
incremental items from last
Update from OHIC R & I meeting 31/07:
Risk closed. The WBDE is not needed
anymore. Only 2 work around's affected,
the limited window for manual
processing on Pay Monday.
Work Detail Ex1ract (ie. nun on
Sunday) are processed in the
limited window on Pay
Monday
will find alternative process for these.
vO. 7: Monica Warn er 2009-07-29
13:39:04.000000
EPM update:29f7/09 (da) The WBDE will
not meet our requirements to deliver the
related work arounds 0NA# 29 and WA#
49 both relating to Offenders health
services) in a timely manner. These have
been returned to the Work Around group
for re evaluation.
RS-00236 New wage type John
The requirement to create The process as vO.23: MOllica Warner 2009-08-03 24-Jul-09
requirements during UAT Gower
new wage types may be communicated to QH on
15:55:54.000000
identified if new workarounds
are defined during UAT. IBM
is concerned that they may
not be able to deliver to all
the 28/04/09 is that all
requests for for f ~ t u r e
changes for wage types
needs to be sent to Jason
Issue closed as per the below.
14:14:37.000000
EPM update: 2/07109 All current
requirements have been addressed by
requirements based on
Cameron directly.
IBM. The exit criteria for UAT includes
potential high volume. Exit
that all workarounds need to be tested.
from UAT may be delayed if
Recommend Close (Pine)
this process to create new
wage types, documenting of
new workarounds and the
testing of these processes are
not concluded.
25 of 30
9. Deliverables
Completion
Report
Completion
Report
Completion
Report
Completion
Report
Atzeni
Atzenl
Alzeni
-
PDR's will be delivered through drops the
last drop of PDRs is 16/10/2009)
Yes I N/A
No I N/A
- new I Yes
Specification - updated Yes 21/06/2009
of Housing
Yes
11 b Configuration Specifications I Yes
Brian Cox Review
completed
Brian Cox Review
completed
N/A Accepted
Graham Lee Accepted
Damon Atzeni Lead
review in
progress
Accepted
26 of 30
4.06 Test Shane 26/10/2009 2.01b Master Test Plan Yes N/A N/A Accepted
Completion Morrish
Report
2.02 UAT Strategy (QHEST Milestone) No N/A N/A Accepted
3.14 Test Cases and Schedule Yes 8/09/2009 Shane Morrish
3.15a Systems Test Phase Completion Yes N/A N/A Accepted
Report
3.1Sc SIT Test Phase Completion Report Yes N/A N/A Accepted
3.15d PPRT Phase Completion Report Yes 17/07/2009 Shane Morrish Lead
review in
prooress
3.15e PPV Testing Phase Completion Yes 17/07/2009 Brian Cox lead
Report review in
progress
3.15f UAT Testing Phase Completion No 19/10/2009 Joanne Boland
Report (QHEST Milestone)
3.159 Performance (Stress) and Volume No N/A Shane Morrish N/A
Test Phase Completion Report (CorpTech
Milestone)
3.23 PPV Test Plan Yes 17107/2009 Brian Cox
3.24 PPRT Test Plan N/A N/A Accepted
4.07 Training Mariti Allen 1911112009 1.08 Training Strategy and Plan Yes N/A N/A Accepted
Completion
Report
3.02b SSP Training Material Yes 23/ 10/2009 Damon Atzenj In progress
3.22 Payroll Bureau Traini ng Material Yes 511012009 Michael In progress
McMahon
4.02 Delivery of SSP and Payroll Bureau Yes 2911012009 Marita Allen
Training
6.01 Data Shane 1911012009 Lead review of 1.17 Legacy Data Assessment Strategy No N/A N/A Accepted
Migration Morrish template complete and Plan (QHEST Milestone)
Completion
Report
1.18 Data Mapping Templates and Tools Yes N/A N/A Accepted
27 of 30
2.03 Data Conversion Plan (Design ~ n d Yes 12110/2009
Build)
r-602 C u t ~ a n d Damon - 4/1212009 3.16 Cutover Task List Yes 9/10/2009 Damon Atzeni In progress
GoUve Atzenl
Complabon
Report
3.19 Implementation and Cutover Yes 14/08/2009 Damon Atzeni In progress
Strategy
3.20 Extended Support Plan Yes 25/08/2009 Juanita In progress
Hagstrom
,
3.21 Extended Support Procedures Yes 4/1112009 Juanita In progress
Hagstrom
4.01 Implementation Readiness Checklist Yes 110912009 Damon Atzeni In progress
4.08 Go-Live Readiness Assessment Yes 19/11 /2009 Damon Atzeni
4.09 Approval to proceed with cutover Yes 10/ 11 /2009 Damon Atzeni
I
5.01 Go-live Authorisation Yes 20/1112009 Damon Atzeni
6.12 QHIC Cuotver and Business No N/A Brian Frederick
Continuity Plan (QHEST Milestone)
6.04 Knowledge Juan ita 12/11/2009 Lead review of 6.04a Knowledge Transfer Plan (including Yes 27/07/2009 Juanita Lead
Transfer Hagstrom template complete Cirriculum) Hagstrom review in
Completion progress
Report
6.07 Technical Peter 2111 /2009 1.10 Integration Strategy Yes N/A N/A Accepted
Management Ritson
i
Completion
1.14 b Technical Architecture Yes 2109/2009 Peter Ritson
--' Report
3.01 Technical Management Plan Yes 26/10/2009 Peter Ritson
3.13 Batch Framework Yes 4/0912009 Brian Cox In progress
6.11 QHIC Pay Run (Fortnightly Cycle) Yes 5/08/2009 Damon Atzeni
6_08 Project Damon 1/01/2010 1.01b QHIC Scope Definition Yes 20/07/2009 Damon Atzeni Lead
Management Atzeni review in
Completion progress
28 of 30
Report
1.03b Project Execution Plan Yes 28/07/2009 Damon Atzeni Lead
review in
progress
1.15b Project Implementation Schedule
(Master Schedule)
Yes 28/07/2009 Damon Atzeni lead
review in
progress
3.17 Work Product Index Yes 18/1 1/2009 Juanita
Hagstrom
In progress
3.18 UAT Entry Checklist Completed
(QHEST Milestone)
No N/A Brett Cowan
3.26 UAT Exit Checklist Completed
(QHEST Milestone)
No N/A Brett Cowan
6.05 lessons Learnt Log Completion Yes 8/12/2009 Pierre Pienaar
6.09 Handover
Completion
Report
.line
SIeWert
110112010 N/A N/A N/A N/A
6.10 Project
Acceptance
Certificate
Malcolm
Campbell
8/0112010 N/A N/A N/A N/A
29 of 30
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FiHR QHIC Weekly Report: Week 2009-32 Technology
Lead Team Comments
QHIC
Services
I Technology
A A A
II
Completion Report not
accepted as scheduled.
Technology WP 3.23 PPV Test Plan
Update not sent out for
review as scheduled.
Technology IS-00284 (700) - Ability to
process Pay Monday in
window. PPV3 Test
Results confirms standard
processing ,impact
Technology !Issue IS-00291 (900)
Performance & load
suslainability problem
identified in Round 2 of
Stress and Volume
Lead Reviewer
17/0712009. Additional
comments to be
incorporated from
Updated document sent
for acceptance.
Walk through conducted
on 16107/2009, feedback
provide COB 17/07/2009.
IAdditional comments to
be incorporated from
Updated document to be
sent our for review
Workshop with business
stakeholder held Monday
27/07/2009. Documented
resolution to be
workshop on Monday
03/08/2009
I Feed.back provided
I:l7IG71:lGG9
31/07/2009
Nick :lG,IG71:lGG9
Kwiatkowski
mtl71:lGG9
31/07/2009
I Nick I:l1,lG7I:lGG9
Kwiatkowski 07/08/2009
Issue for post go-live I Nick I 14/08/2009
capacity growth. Infor Kwiatkowski
engaged to assess the
issue. Initial' report
identified some
QHIC/Dcsign and BuildfWSR/2008-11-03 Page I of 4 Version 0.2
13/0512010
Lead Team Comments
Testing. Solution meets
current business
concurrent users.
optimisations that will be
re-testing in PPV
environment on 6(h to 7'h
of August
Confirmed Go-Live
requirement for 600
concurrent users.
Ni ck
Kwiatkowski
I 06/0812009
Meeting scheduled to
determine size and rate
of business growth.
Chanqe Requests (current and forecast):
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XI) to be applied 5
th
and 6
th
of September.
Issue IS-00284 (700) - Abili ty to process Pay Monday in window
Issue IS-00291 (900) - Perfonmance & load sustain ability problem identified in Round 2 of
Stress and Volume Testing
Areas
Support
UATE2E systems due to be refreshed 10-14 Aug. ALL UAT environments required by
6pm Friday 7 Aug to facilitate preparatory work to occur.
Issue 1 - QHIC will not be able to provide the environments back by 6pm Friday
7 Aug to facilitate the refreshes.
QHlClDesign and BuiJdlWSRJ2008- I1-03 Page 2 of4 Version 0.2
13/05/2010
Lead Team
Last
week
Comments

>- Option 1 - CITEC use a day on the prior weekend (8-9 Aug) but this will incur an
$11K cost
>- Option 2 - Provide CITEC with another business day (10-11 Aug, revised to 10
12 Aug) - if that occurred; IBM, Basis, XI, Functional experts will be required to
come into work on Sat or Sun 15-16 AUQ to ensure all systems are re-initialised
Application of pre work for SAP GoLive Assessment;
actions.
HEP (inc HED, HEQ,
on 27' and 28
1h
of Julv. Any change of dates for UAT Rest or UAT E2E will
schedul,.d for 24th of
iCMP ~ n c CMD) two day outage to move to NW 7 - EP-1 , scheduled for CMD
Sizing & Capacity
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XI) to be applied
5
1h
and 6
1h
of September.
Issue IS-00272 (300) - Workbrain Capacity Plan needs to be revised ; PPV 3 Test
Completion Report released for review, including section on capacity guidance.
Issue IS-00284 (700) - Ability to process Pay Monday in window; PPV 3 Test
Completi on Report has the timings for standard and EA pay runs. Workshop scheduled
with business stakeholders (QHSSP and Pay Bureau) business implications and next
QHIClDesign and BuildIWSRl2008-11-03 Page 3 of4 Version 0.2
13/0512010
Work
Lead Team
Last
Area week
Current Next
week week
Comments
of Stress and Volume Testing; Infor currently working with S&V Team to re-run test case
and gather data.
- Infor in process of being engaged for Workbrain infrastructure review, currently to be
scheduled.

- Issue IS-00249 (700); The duration of the Workbrain recalculation task in Cutover
Simulation 1.7 took twice as long as planned (45 hrs vs 24 hrs). This is an issue as it will
add approx 1 day to the duration of Cutover. Request to re-plan another weekend test.
Test positive but not successful, as due the minor non-test related issues and the
reduced window the test did not fully complete within the timeframe.
Schedule:


SAP GoingLive Check work - ongoing .

WorkBrain 'GoinqLive' equivalent - onqoinq.
QHIC/Design and BuildlWSRI2008-11-03 Page4 of4 Version 0.2
13/05120 I 0
"
e
Queensland
Government
PubUcworks
QHIC (Workbrain)
Performance Scalability Interim Report - Round 2b
Table of Contents
1. Executive Summary ... ..... .... .... .... .. .... .. .... ... ... ... ... ... ... ... ........................... ..................... 3
1.1. Objectives ............ ... ... ... .. ... ... .. .... ... .. .... ...... ...... ...... ............ ............ ...... ..... .. ......... 3
1.2. Results ............. ... .... .... ... .. .. ... ... ... .... ... ... ... ... ... ..................................... .... ... .......... . 3
1.2.1. Workbrain .................. . ... ......... .... ............................. ...... ...... ............ ........... 3
2. Considerat ions ...................... ... ... .. .... ... ... ... .. .... ... ........... ....... ................. ...... .. ............... 4
3. Risks ........................ ... ........... ..... .... .. .... .. ... ... ... .... ............................. .. .... ..... ...... ........... 4
3.1. Shared environment ....... .. ... .. .... ... ... .. .... ...... ...... ..... .. ..... ...... ........... ....... ................ 4
3.2. Development ......... ........ . ......... ..................................................... .. .... ...... ........... 4
4. Caveats ....................................... ............ ..... ..... ........................ ............. .... .. ..... .......... 5
4.1. No comparison ................. ... ... ......... . .... .. . .......................... ................ ...... .......... 5
4.2. Data .......... ............. .. ... ..... ...... .................... , .. ... ' .... ............................. ...... ........... 5
4.3. Execution .......................... , .. ,.. .. ...... .. ........ ....... ...... ...... ...... ........ , ........ ...... ........... 5
5. Configuration ........... ....... .... ........ ,' .""' .. ......................... ....... ....................... ...... ......... .. 6
5.1. Workbrain Configuration ........... ,., ...... .... .. ............... ........................ ............ ........... 7
6. Test Set-Up ........................ ................. ... .. .... ........... . ... . .... .. .. ....... _ ............. 8
7. Results (Summary) ......... ... .. ..... ...... , ..... , ...... ...... ..... .................................... ..... .......... .. 9
7.1. Workbrain ........... .... ....... .. ...... ..... ,.,',., ................ ...... .... ............. .... .... ..................... 9
8. Workbrain ..... ............... ..... .. .... ... .. .... , ..... , ... .... ...... ...... ...... ...... ...... .. ... .. .... ........ ......... .. .. 10
9. End of Document.. ..... .. .... .. ......... ...... ...... ...... ...... ...... .. .... .. .... .. .... .. ......... .......... .. ......... 34
Version: 0.2 07/0812009
1.1. Objectives
The document describes the results, configuration, and test set-up of the online performance
and volume testing - Round 2b conducted for the Qld Health QHIC project.
The objective was to:
Assess the impact between null calc groups and non-null calc groups
1.2. . Results
Testing has not been completed, round 3 is being planned for August. This document is to
be viewed as an interim report only.
1.2.1. Workbrain
The current Workbrain hardware was sized to deliver an expected 3,000 concurrent users
0NoG numbers), but the current Workbrain release 0.139 delivers 1,800 concurrent users
across the solution.
Test results matrix:
Users 1 Server 14 JVMs 2 Servers 18 JVMs 3 Servers 112 JVMs
1000 Crash nfa nfa
900 Crash nfa nfa
800 Crash nfa nfa
700 Crash nfa nfa
600 Pass nla nfa
1200 nfa Pass nfa
1800 nfa nfa Pass
With release 0.139 one server was able to process 600 concurrent users. This is 400 less
than the scalability testing conducted in the first half of 2008; and 300 less compared with
the testing conducted against release 0.110.
There is a third less capacity for one server; when comparing the test results from release
0.110 and 0.139. This drop in capacity (one server) is a concern, e.g.: will this drop in
capacity occur for each release? It is recommended to have this further investigated why
there is a third less capacity in this latest release (what is different between releases 0.139
and 0.11 O?).
Note that release 0.139 contains a fix related to the award rules (Apply Work Detail UDF
Premium Rule).
There is a significant difference in system resource util isation when submitting timesheets
for calc groups compared with NULL calc groups.
In summary: one server provided capacity for 600 concurrent users, two servers handled
1,200 concurrent users and three servers handled 1,800 users. However these results could
Version: 0.2 07/0812009
be found trivial since the result of one server was reduced by a third compared with previous
round of testing (code?).
The overall solution needs to provide capacity for WoG 3,000 concurrent users; therefore
two additional servers will be required .
2. Considerations
It appears that the Workbrain solution may suffer from peliformance/capacity
degradation when award rules are added and/or modified. Therefore it should be
considered once Workbrain is live to perform a regression performance test if there
are any changes to award rules to assess the impact of the implemented change.
Example: in this current release 0.139 one server is able to handle the workload for
600 users while in release 0.110 this was 900 users.
Reduction in capacity for one server. Further investigation needs to occur to assess
why the latest release produces a third less capacity. This needs to be clarified to
avoid a similar impact of future releases.
The primary server in the three-server cluster has higher system resource usage
compared with the other two servers in the cluster. It is unclear what the underlying
reason is: bad workload distribution, performing more activities? This needs to be
investigated to understand if this is normal behaviour or if this can be fixed.
3. Risks
3.1. Shared environment
The QHIC Preproduction environment was shared during Round 2 test execution between
the PAG and PPV team. While every precaution was taken to ensure the tests were started
on an idle system, there is a possibility that some minor interference went unnoticed.
3.2. Development
QHIC Performance Inlerim Report - Round 2 4 CorpTech
Version: 0.2 0710812009
4. Caveats
4.1. No comparison
Since the QHIC Solution is a complete new solution there is no comparison possible with
legacy systems.
4.2. Data
4.3. Execution
Versi on: 0.2 07108/2009
5. Configuration
Workbrain IHS
Web Servers
2 x HP BL460C, each
CPUs 16Gb RAM
Windows
Server 2003 (32
bit)
Apache +
IBM Plug-In
nla
Workbrain
Application Server
3 x HP BL685C, each
CPUs 20GB RAM
Windows
Server 2003 (32
bit)
WebSphere
6.1
Workbrain
0.139
nla
Workbrain
Database
HP SljPerDome
HPUX B.11.23 Oracle 10.2
Version: 0.2 07/0812009
w rkbrain 2
ssimsp31
I JVMl
1:
...
I JVM2
.4:
-
IJVM3
1:
,..
I JVM4
1:
..
Netscaler clnpt
ssimsp28 ssimsp29
_ ....!C
w rkbrain l
ssimsp30
JVMl ~
...
JVM2 ~
..
JVM3 ~
...
JVM4 ~
...
Database
ssisappc
ORACLE
"'- .. r
w rkbrain-3
ssimsp32
JVMl ~
...
JVM2 Je
...
JVM3 ~
-
JVM4 ~
-
Version: 0.2 07/08/2009
6. Test Set-Up
Health's Test network. A mixture of transactions identified by OLD Health to be typical of
daily activities were used for the tests.
The distribution of these transactions was as follows:
Application: Workbrain
Processing information in timesheets 7440 I hr
OLD Health SSP & Lynette Land , Functional Lead Rostering OLD Health, advised us these
transaction numbers based on their estimations for the OHIC Solution.
above.
Due to stability problems in Workbrain, any login that failed any transaction was removed
from the available pool for the rest of that test to ensure there were no problems re-acquiring
unreleased resources.
A test was considered a success if it completed with less than 1 % of transactions failed, an
80 percentile transaction response time under 8 seconds (this does not apply to the
generation of lists/reports) and met the transaction load target.
The specified target of 15 seconds was supposed to be applied to the CITRIX experience of
the system, but we did not use CITRIX for this round and so the limit has been lowered to
the standard 8 seconds.
QHIC Performance Inteem Report - Round 2 8 CorpTech
Version: 02 07/08/2009
7.1. Workbrain
Details of each run can be found in section 7.
The default timeout on browser replies was increased from 120 seconds to 600 seconds. 120 seconds is the Internet Explorer default that all
people would have on their desktops, but at this stage we were giving WorkBrain every opportunity to succeed.
Version: 0.2 07108/2009
8. Workbrain
Run R001: Timesheet submit with NULL calc groups for 600 concurrent users
Run Details
Transactions Timesheet Submit
Users 600
Duration 30 mins
Started Wed, 5 Aug @ 14:39pm
Result Successful
Step p fOt '/ Ie
Step Count Avg 80%
Logon 5053 0.029 0.033
Submit Timesheet - Save 5035 0.601 0.665
Comments
An average 5% of CPU on all three servers.
Version: 0.2 0710812009
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Run R002: Timesheet submit with calc groups for 600 concurrent users
Run Details
Users qOO
Duration 30 mins
Started Wed, 5 Aug @ 15:46pm
Result Successful
Step pfOnIe
Step Count Avg 80%
Logon 5270 0.034 0 .043
Comments
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QHIC Performance Interi m Report - Round 2 16 CorpTech
Version: 0.2 07/08/2009
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Run R006: Timesheet submit with calc groups for 700 concurrent users:
1 Server I 4 JVMs
Run Details
Users 700
Think time Random 50%/150% of45s
Duration 30 mins
Started Thu, 6 Aug @ 12:32pm
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Version: 0.2 07108/2009
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Version : 0.2 0710812009
Run R007: Timesheet submit with calc groups for 600 concurrent users:
1 Server I 4 JVMs
Run Details
Users 600
Duration 30 mins
Started Thu, 6Aug@ 13:01pm
Result Successful
Step Profile
Step Count Avg 80%
Logon 4772 0.068 0063
Submil Timesheet - Save 4766 2.959 3.658
Comments
CPU load levelled around 65% on one server with 4 Java Virtual Machines.
Version: 0.2 07/0812009
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Run Details
Users 1200
Think time Random 50%1150% of 45s
Duration 30 mins
Result Successful
Step Profile
Step Count Avg 80%
Logon 10566 0.047 0.053
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3 Server I 4 JVMs
Run Details
Users 1800
Duration 30 mins
Result Successful
step Profile
Step Count Avg 80%
Logon 18137 0.045 0.063
Comments
CPU load levelled around 65% on the primary cluster server, while the CPU load on the other
servers was around 45%. It is unclear if this is normal behaviour, an issue with the distribution
of the load or if the role of the primary cluster server has increased .
OHIC Performance Inlerim Report - Round 2 30 CorpTech
Version: 0.2 0710812009
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Version: 0.2 07/0812009
9. End of Document
Version: 0 .2 0710812009
Work
Comments Lead Team
Area
WP 3.23 PPV Test Plan Additional comments to I 21/08/2009
Update not sent out for be incorporated from
review as scheduled. acceptance ofWP 3.1Se.
Updated document to be
sent out for final review.
Meeting to resolve
outstanding issues
scheduled for 28/08/2009
Technology 115-00284 (700) - Ability to Pay Process changes
I Nick
1 Completed
process Pay Monday .in endorsed by Project Kwiatkowski
window. PPV3 Test Directorate on
II
IResults confirms standard 2S/08/2009
Results from PPV4
shows reduction EBA
processing impact
PayCalc processing from
46 Hours to 4 Hours.
I Services-
A A A QHIC
Technology
Change Requests (current and forecast):
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XI) to be applied Sih
and 6
1h
of September.
Issue 15-00284 (700) - Ability to process Pay Monday in window
Issue 15-00291 (SOO) - Performance & load sustainability problem identified in Round 2 of
Stress and Volume Testing
HEP Go live AnalYsis occurred successfully 17'h to 20lh of AUQust - GLA service reoort
QHICIDesign and BuildIWSRl2008-11-03 Page I of2 Version 0.2
1310512010
Work Last Current Next
Lead Team Comments
Area week week week
Production cutover.

Support
-

Sizing & Capacity
-
-
-
-
Schedule:

WorkBrain 'GoingLive' eguivalent
,
being reviewed . HEP will be restored back to prior state on 31/08/09 in preparation of

8y GQ8 alltestee S,a,P tFansfJeFts ane 'AlB releases were allflliee Ie all '6111.+
en'l irsnFAents (lgeY, GeK, GWY, GWJ) in fJrefJaFatien sf YAn ssmmensement
Support has been requested for the week 28/08/09 to 03/09/09
AfJfJlisatian af pre-wefMer SAP Gebi'le Assessment seFAfJletea.
CR000170 - Approved, 4 additional CPUs for HEP (ECC) and CXP (XI) to be applied
5
th
and 6
th
of September.
Issue IS-00284 (700) - Ability to process Pay Monday in window; PPV 3 Test
Completion Report has the timings for standard and EA pay runs. Workshop scheduled
with business stakeholders (QHSSP and Pay Bureau) business implications and next
actions.
Issue IS-00291 (500) Performance & load sustainabilily problem identified in Round 2 of
Stress and Volume Testing; Infor currently working with S&V Team to re-run test case
and gather data.
Infor in process of being engaged for Workbrain infrastructure review, currently to be
scheduled.


ongoing.
QHlCIDesign and BuildlWSRI2008-II-03 Page 2 of2 Version 0.2
13/05/2010
FiHR QHIC Project
Week 2009 - 36
Week ending 04
th
of September 2009
Version 1.0
13 May 2010
"
of PAT
,06/05/2009 I Completed
27/g4/;2Qg9
Start of SM UAT
11/0512009 I Completed
Q1!Q5120g9
Completion of PPV3
09/0712009 I Completed
15105/;20Q9
Completion of PPRT
1010712009 I Completed
2l/Ql/2QQ9
Completion of UAT4
05/10/2009
Start of Go Live Simulation 2
and Business 05/10/2009
Completion of Go Live Simulation 2 27/07/2009
gJ/gS/2gg9
Cutover
10/11/2009
Business Go Live 20/11 /2009
First Payrun (Pay Monday) 30/11/2009
2 of 28
2. Project Timeline
J
7/8
UAT RoT t
2118
Environment & 0 .. p....
---J-. / 21/8 UAT Entry ckpoint
UAT .. " .. x Payruns"

5110
UAT4
2 18

:
PPV4
. . I
, __ I
C rlbca I Path
251
S&V3 I
I
---1;1/10
Implementation utov.r Sim 2 Technical CulO' .,
-
3C 110
Prep.
utove, 5im 2 Business CutO' .,
11/9 18/11
Master Class Refr
he, 01 1SSPT Inlng
13/11
23/10 I I Payroll BUA Tl'1IIlnlng
Final
Technical Clol oYor Pllrt 1
Preparation
, T..ti,. P,e .,o\lo,
10
Penetrati
k--
6/11
P netratlon Testing Execution
10/11
F nal actlvltlM for Technical C

10/11 Cuto, er Gol No-Go
,

Business
Executa Business Cutover
o",o" H
Cutover
w 19/11
Ex ute Business Cutovor - Tim Ralatee! o.u; 20/ 1 Go Live
30/11 First Payrun
4
d
1
Extended Support
3 of 28
None
40f28
4. Overall Status
The project is reporting RED this week on the basis that:
UAT is currently tracking 7 days behind schedule
The project is forecasting to report AMBER next week on the basis that:
The UAT mitigation actions for UAT achieve significant progress towards achieving the UAT4 milestone completion
date of 5'h October
The number of discovered 10 additional resources. were
sev 1 defects triggered the added to the UAT testing
escalation criteria defined team to manage the loss of 7
for UAT4. testing days.
Testing is currently 7 days 1 pay cycle has been
behind initial execution plan removed from the schedule.
for UAT4. A proposal to rationalize
scripts related to functionality
successfully tested in UAT3.
5 Days of week-end work has
been scheduled.
Pay run data management
workarounds have been
agreed and put in place to
ensure that pay runs could
continue. These workarounds
are suitable to UAT 4 only.
50f28
Training
Met with business and functional
team to go through
Overpayments on the
26/08/2009 as business wanted
to chamge the process.
Changes provided to training
team on the 03/09/2009.
Updates to training material to
be done by Master Class
Refresher on the 08/09/2009.
Business to advice if changes are
to be incorporated.
Damon Atzeni
Process, Business Readiness, Technology, Data Migration & Implementation teams are reporting Green.
07/09/09
(By 12pm)
60f28
The Process team is reporting Green for the following reasons:
Submitted for Review
2.3.1 Process & Reconcile Payroll &2.3.2 Process & Reconcile Regulatory Information
All Payroll Bureau Procedure Documentation
Process Review in Progress
2.1.1 Create Employee Records & 2.1.2 Maintain Employee Records
(Alice
Wehl)
Completed Review- Awaiting Acceptance Sheets
5.4.1 Administer Claim Applications & 5.4.5 Reconcile Compensation Payments - completed review 28/08/2009
4.1.4 Fixed Term Separations, 4.2.1 Manage Fixed Term Separations & 4.2.2 Age Retirement & Resignation
PDR's - completed review 28/08/2009
Completed- Acceptance Sheets Received
8.3.1 Maintain Job Documentation, 8.3.2 Conduct Job Evaluation and 8.3.3 Maintain Job Details
2.2.1 Maintain Leave Entitlements & 2.2.2 Record Time & Attendance.
Training Overall Status: AMBER
The team is reporting Amber based on the following:
70f28
Met with business and
Business to advice if
functional team to go
changes are to be
through Overpayments on
incorporated.
the 26/08/2009 as
business wanted to
change the process.
Changes provided to
training team on the
03/09/2009. Updates to
training material to be
done by Master Class
Refresher on the
08/09/2009.
Reporting training material received from Damon on the 07/08/2009. Review changes incorporated and material
sent back on the 14/08/2009 for recommendation of acceptance. Met with business on the 02/09/2009 to go through
additional minor changes. These to be incorporated and sent back next week.
Weekly update:
All 35 Workbrain simulations have been reviewed and updated.
Working with data migration team to get extra data into the training database. On track for Master Class Refresher
(08/09/2009) .
Team have been preparing for Master Class Refresher which begins on the (08/09/2009).
Drop of materials to be provided to Damon next week with updates as a result of UAT.
Ongoing work.:
Updates to training materials (work instructions, simulations, training guides, and quick reference guides) as a result
of defects continue.
Follow up of SSP questions and changes to training material continue.
8 of 28
UAT
(Brett
Cowan & A
Mark
Dymock)
discovered sev 1
defects triggered the
escalation criteria
defined for UAT4.
Testing is currently 7
days behind initial
execution plan for
UAT4.
resources were
added to the UA T
testing team to
manage.the loss of 7
testing days.
1 pay cycle has been
removed from the
schedule.
A proposal to
rationalize scripts
related to
functionality
successfully tested in
UAT3.
5 Days of week-end
work has been
scheduled.
Pay run data
management
workarounds have
been agreed and put
in place to ensure
that pay runs could
continue. These
workarounds are
suitable to UAT4
The next week status is planned to be Red on the expectation that
The Sev2 escalation criteria will be triggered (current number of discovered sev2 defects is 37 and trigger point is
90f28
Business Overall the status of the Business Change team is reporting Green. The following provides an overall summary.
Readiness
PARIS Website
(Marita
Allen & Undertaking review and applying feedback.
Genelle HTML pages to review include Home page; (the WHAT'S NEW now has a link to the AVAC explanation HTML page)
Brooks) Glossary HTML page; How to Use the AVAC form HTML page; (in this section there will a few THML page to review)
Allowances; and other similar pages.
Next steps: Start applying final review update to the whole PARIS website. Design the new forms .
Communication will include a flyer, a Spotlight article and a payroll insert.
Employees with No ESPILattice Rosters
VMOs - MedicallR met with the VMO Liaison Committee on Monday. Put proposal to them regarding collection of
roster information. This was not agreed to at the meeting. They are sending another proposal out in the next week and
hope to have agreement after this.
HACC -process of sending out data to HACC Coordinators for them to complete roster information based on contracted
hours.
Roadshow - Now to be delivered as a series of BROADCASTS
Four distinct audiences have been identified as requiring information sessions.
Executive Managers and CEOs Y, hour session
HR Managers Y, hour session
Finance Mangers Y, hour session
Line Managers 1 hour session
Payslip Poster and payslip insert currently being developed . Insert to be ready for distribution last pay before go-live.
TOIL - Communication will be sent on 9 October via a Line Managers Update and Guidelines document. Access to the
An alternate method of collection will be in Dlace until
10 of 28
Services
Tech.
(Nick K. &
Nicola S.)
Technology Workstream is reporting Green based the following;
WP 3.23 PPV Test Plan was accepted by the Project Directorate
PPV Metric Testing for reports (SSP) has been completed.
IS-00284 - Ability to process Pay Monday in window has progressed and downgraded to 500 ranking based upon
the outcomes from PPV4
Ongoing work:
Updates to PPV Test Completion Report based upon the completion of PPV4 Test Execution.
Updates to Technical Architecture documents
Monitoring of the Batch Framework updates and CorpTech SM 11 Sev 2 defects.
Supporting the formal preparation and execution of S&V.
A
CR000170 -Approved, 4 additional CPUs for HEP (ECC) being applied 5
th
and 6
th
of September. CXP (XI) CPU's
being app.lied at a later date to minimise impact to Production XI.
Testing
Issue IS-00295 (500) - Ability to transfer large files.
Risk RS-00262 (500) - No clear ownership of concurrent integration schedules
HEP Go Live Analysis occurred successfully 17th to 20
th
of August - GLA service report being reviewed. HEP was
restored back to prior state on 31/08/09 in preparation of Production cutover.
Workbrain recalcs occurring 4pm Friday 41h Sept to 8am Monday 7'h Sept in CWP.
11 of 28
Support has been requested for the week 03/09/09 to 09/09/09
Sizing & Capacity
CR000170 - Approved, 4 additional CPUs for HEP (ECG) to be applied 5
th
and 6
th
of September. CXP (XI) to be
applied at a later date to minimise impact to Production XI.
for standard and EA pay runs. Workshop scheduled with business stakeholders (QHSSP and Pay Bureau)
Issue IS-00291 (500) Performance & load sustainability problem identified in Round 2 of Stress and Volume
Issue IS-00295 (500) - Identified that for specific interface (FI-DSS), the current integration path using XI is
unreliable. The nature of the transfer is an ETL function, rather than transactional in nature. An agreed option
has been determined, with minimal impact, which requires approval as an exception .
Risk RS-00262 (500) - Identified during the planning for the coming NS3 release for WoG and the coming
GoLive for QHIC . While CorpTech Pay Bureau is the clear business owner of the core XI infrastructure that the
WoG and QHIC solutions use. There is no clear ownership to ensure technical that there are no major overlaps
within the share environment between the two solutions.
SAP GOingLive Check work - ongoing.
WorkBrain 'Going Live' equivalent - ongoing.
12 of 28
Services
Data
Migration
(Nicolas
Darby &
Shane
Morrish)
Implement
ation &
Cutover
Summary
Status
(Martin
Brown)
- Clean up ready for build 16 load start on Monday, co-ordinate Rod Taylor to update cost centres and financial
ccnfiguration.
- UAT4 data fixes documentation.
Training - New load of Job and Job Group agency ids for 2 training SAP environments. Start on loading of training
Workbrain environment
SSP - Support for SSP data questions.
IBM Data Migration reporting green.
Completed loads of IT1222 data for jobs and job groups into HET400 and HET410 for Training.
Started on Workbrain loads for Training ,into WBTMO.
Provided information to OHEST on WB and SAP confiq chanaes Dost build 16
}>
}>
}>
}>
}>
Implementation & Cutover Strategy - Additional feedback was received which is be.ing included in the Work
Product. Approval is expected in Directorate 8/9
Cutover Task List Refinement on-going. Work Product will be sent for fonnal pre-review prior to Sim 2.
Implementation Readiness Checklist Due dates for OHIO activities (Citrix deployment and Printer Testing)
updated in IRC based on latest schedule. High Level OHIO activities have been added to Master Schedule.
Knowledge Transfer Standard templates for use during the KT session (agenda's etc) have been developed.
Work will continue on refining curriculum (Curriculum can be refined up to 15/9 4 weeks prior to sessions starting)
SSP ,Rehearsal - Rehearsal environments have 'been, setup with all employees with defaulted attributes (approx
23,000 employees). SSP rehearsal activities are progressing
Extended Support Work is progressing on the Extended Support Plan. The technical environments set-up is being
confirmed with CorpTech Technology. CorpTech have requested that the RACI be broken down further to include the
various groups within Corp Tech and external parties such as CI,TEC. Critical Technical and Business Support period
also need to be defined.
on Build
13 of 28
Cutover
(Martin
Brown)
16 data (extracted from Lattice 24/8). Further planning sessions will take
}> Internal Controls It is unclear what Internal' Audit will be approving, other than the existing PDRs, prior to Go-live,
given their statement that they would nol be performing an internal controls review (Damon is following up with
Audit).
}> Reporting Green this week as the ranking of Issue IS-00250 has been decreased.
}> IS-00250 (300) SSP Cutover Manual Data Entry Tasks need to be rehearsed: SSP Cutover Practice SAP
environment HER490 and Workbrain environment WBTCT have been set-up with alii employees with defaulted
attributes (approx 23,000 employees) . SSP rehearsal activities are progressing.
Schedule: Cutover Schedule and Cutover Process on going work:
}> WP 3_16 Cutover Task List development is on-going - The Task List is 95% complete and will continue to be refined
until Sim 2. Prior to Sim 2 it will be send out for a formal pre-review and will be updated with lessons learned from
Sim 2 before being submitted for acceptance.
}> Work in progress for further refine activities occurring at cutover freeze points including final pay activities involving
several stakeholders (CorpTech Applications Management, CorpTech Technical, SSP, Payroll Bureau, QHEST, etc).
Inconsistencies between stakeholder's activities and dependencies are being resolved resulting in some task
durations taking longer than originally advised. The full impact on the cutover schedule will be determined over the
next two to three weeks.
}> WP 4.08 Go-Live Readiness Assessment (Template) definition and refinement of has commenced with Lead
Reviewer,
}> SSP need to further refine their acceptance thresholds for migrated data at cutover, these will be reported against
data migration results at cutover and will be included in the final presentation for the Go/No-Go meeting, Expecting
these to be an outcome of the SSP Cutover Practice activities,
}> Simulation 2 - Overview presentation was given at Implementation and Cutover Meeting 2/9. Initial Kick-off
sessions with Sim 2 participants will be scheduled over the next 2 weeks.
}> DEL 6.02 Cutover and Go Live Completion Report (Template) is being developed.
14 of 28
Criticallssues/Risks & Notifications:
15-00283 Roles and Responsibilities for Support not clearly defined. The first draft of Ihe Extended Support
(Martin
Plan has been reviewed. Updates have been made to the RACI and a indicative recourse plan and draft shift
Brown &
pattern schedule created. The extended support plan will be updated and submitted for lead reviewer
Brian
acceptance in line with the master schedule.
Frederick)
15-00288 Resourcing over Holiday Period. Latest Master Schedule predicts a Go-live dale of 20/11 & first
Payrun of 30/11. This will result in the Extended Support period covering the Christmas/New Year period
which will require resources across all organisations to be available and hence will require detailed planning.
Schedule:
~ WP 6.04a Knowledge Transfer Plan has been approved (the KT curriculum can be refined up to 4 weeks prior to the
first sessions i.e. by 15/9).
~ The template for DEL 6.04 Knowledge Transfer Completion 'Report has ileen agreed with the Lead Reviewer.
~ WP 3.20 Extended Support Plan socialisation has commenced - The Extended Support technical environments set
up is being confirmed with CorpTech Technology. CorpTech have requested that the RACI be broken down further to
include the various groups within CorpTech and external parti es such as CITEC (this is being followed up by
Juanita). Critical
Technical and Business Support period also need to be defined (dependant on Batch FrameworklQHIC Fortnightly
Pay Cycle).
~ WP 3.21 Extended Support Procedures development will commence once the Extended Support Plan has been
approved and the CorpTech Support Procedures have been developed - due 25/9 (these are the basis of the
Extended Support Procedures).
~ Del WP .09 Handover Completion Report - Development of Template has not yet commenced.
Implementation / Business Readiness is reporting Green.
Implement
ation 1
~ The Implementation Readiness Checklist has been updated to reflect November 20 Go-live date and has been
Business
reviewed by the Implementation & Cutover meeting participants. Tracking of progress against criteria will begin 9/09.
Readiness
(Martin
Brown)
~ The of the WP 4.01 Readiness Checklist is on the finalisation and
15 of 28
~ 15-00286 Internal Controls was created and closed as any Internal Controls requirements were going to be raised as
defects. No specific defects have been raised but it is not clear what Internal Audit will be approving prior to Go-live
(Damon is following up with Audit).
~ WP 3.19 Implementation and Cutover Strategy was returned to lead reviewer (Damon) 31 /8 updated with review
comments. Additional feedback has since been received which is being included. Work Product is expected go to
Directorate for approval 819.
~ WP 4.01 Implementation Readiness Checklist - The Implementation Readiness Checklist has been updated to reflect
November 20 Go-live date and has been reviewed by the Implementation & Cutover meeting participants. Tracking
of progress against criteria will begin 9/09. The Work Product will be sent for review once the Support Criteria have
been agreed.
~ Presentation of Cutover/Go-Live approval process is being prepared for the Go/No-Go Approvers. The intention is to
give this presentation prior to Sim 2 and include the Go-NolGo Approvers is Sim 2 (simulating the approval calls).
Ongoing activities:
~ Weekly meetings are continuing with OHEST/SSP for business readiness including the rehearsal and manual data
entry and the development of the OHIC Cutover and Business Continuity Operational Plan including the roll back
16 of 28
Critical & High
!sues (900 &700's) Owner Description
Resolution/MItigation
IS-00281 Lack of John Gower
The OHIC schedule has no
Monitor and Report on testing vO.24: Monica Warner 2009-08-07 5-0ct-09
contingency to QHIC
activities 15.27.57.000000
Schedule
an issue as it impacts the OHIC
go-live date.
Update from OHIC R & I meeting 07108:
Target dale moved to end of UAT 4.
tS-00284 Ptanning for Pay Nick
There is a issue that PPV3 has Complete PPV 3 vO.29: Monica Warner 2009-08-31 04-Sept-09
Monday Process Kwiatkowski
not been able to execute the
planned payroll perfonmance
tests and produce the test report
outcomes required to validate the
ability to process Steady State
and Retrospective EBs in an
agreed processing window.
This information was to be used
to validate the timing of the full
pay run processing for interim
and final pays.
Results will feed into E2E
Business window.
09.30.50.000000Update from Nick: Pay
Process changes endorsed by Project
Directorate on 2510812009 Results
from PPV4 shows reduction EBA
PayCalc processing from 46 Hours to
4 Hours. Target date updated.
16.12.25.000000
EPM Update: 17108109 - (sm) PPV Test
Plan Update sent out for review. Also draft
pay run fortnight is being reviewed. PPV3
Test Results confirmed standard payroll
timings - EB still being worked on.
11:52:58. 000000
Update from Nick Final meeting to
approve process order changes to be
held Monday 1710812009.Target date
updated.
IS-00288 Resourcing over John Gower
All organisations to confirm vO.12: MARTIN BROWN 2009-08-20 05-0ct-09
Holiday Period
prior to Chrislmas which will
over the ChristmaslNew Year
vacation period.
resources.
09:20:44.000000
Once the Extended Support Plan has
been agreed a detailed resource plan will
be developed Uointly by OHIC, OHEST,
CT & SSP). The expectation is that this
will be complete by the end of UAT.
17 of 28
IS-00293 Ability of Project John Gower The issue is that the QHIC project Resourting vO. 1: Monica Warner 2009-08-04 30-Aug-09
to resolve defects team may not have the resources
the issue is a project one and
identification through build, test
and transport and re-test.
and regre ssion testing and
Criteria, which may also impact
workarounds than is ideal (with
an agreed action plan for
resolution)
1. IBM to estimate Ihe work
effort required IBM to resolve
defects (.i.e. analyse, fix, test
and transport) for period to
lock-down and review current
resource levels against this.
COMPLETED per John G
2. QHEST and Corptech SM
to review resource levels for
defect management in UAT.
Governance I Defed
Management
1. Conduct regular operational
tumaound of UAT defects,
Daily
2. Conduct regular
defects which are not critical
for go-live. Daily
M a n a ~ e m e n t
07:53:49.000000
Issue validated - raised in place of Risk
241.
18 of 28
Critical &High
Risks (900 & 700's)
Owner Description
Plan
Status Target Date
RS-00254 Changed UAT Brett UAT entry criteria have changed CR raised?: No vO.11: Monica Warner 2009-08-1 0 05-0ct-09
Entry Criteria will Cowan since the UAT schedule was last Risk Treatment Strategy: 07:42:56.000000
adversely impact target revised. There is 81 risk that - Mitigate Update from OHIC R & I meeting 07/08:
UAT completion date defects whose resolution no
longer must be met before U\I\T
, adversely impact other UAf
the same UAT test cycle, and/or
extended to complete the same
tests and/or an additional
regression testing may be
required at the end of the UAT
period.
Mitigation Plan:
UAT execution plan. DONE
required.
impacted.
Target date updated to end of UAT 4.
This is awaiting Board decision Thursday.
15:36:14.000000
Risk owner changed to Brett Cowan as he
is responsible for UAT.
08:05:55.000000
iRisk Validated.
RS-00260 Cost The developed Microsoft Develop a more robust and vO.1: Monica Wamer 2009-08-19 11-Sept-09
assignment Work Around
Access database may not be
scalable to the full data feed
from SAP HR.
scalable solution in a
corporately endorsed product
such as DSS.
15:56:52.000000
OHEST Risk validated.
18/08/09 - A review and comparison of
the DSS extract to the access database is
occuring to see if all the data elements
are available in DSS. A meeting is
scheduled with DSS on 25 August to
discuss the development.
-
19 of 28
8. Closed Risks &Issues
Closed Risk and Resolution/MItigation
Issues Owner Description Plan Status Target Date
15-00264 Review and
agree UAT entry & exit
criteria.
Amanda
Doughty
The entry & exit criteria for
UA T needs to be reviewed
and agreed by QHEST, IBM
Refined document will be
tabled to the project
Directorate for approval on
v0.42: Monica Warner 2009-09-04
09:45:47.000000
Agreed at QHIC R & I meeting 03/09
04/09/09
and CorpTech Tuesday 14th of July. that this can be closed as the Entry &
Exit Criteria has been aareed.
RS-00256 PARIS and
Training web pages
Amanda
Doughty
Development of the
PARIS/QHIC Training web
1. Key person risk
associated with ongoing
vO.7. Monica Warner 2009-09-04
11040:23.000000
14/08/09
sites is occurring in maintenance of the web Closed as per the below.
Dreamweaver & Livecycle site. Teamsite support/skill vO.5. Monica Warner 2009-08-19
with the code then being is readily available 14:07.25.000000
copied into the OIM's throughout QH, risk has EPM update: 18/08/09 - Meeting with
endorsed application - been realised across other SSP - Agreement reached that
Teamsite. sites where HTM L has current development would support
The required skill and support been used and sites are ongoing maintenance within
for these sites, due to left to 'rot' when the skilled Teamsite. Supporting documentation
development outside of resource moves on (see to be developed by QHEST web
teamsite, will be specialised legacy of FAMMIS website, development team for completion at
and while in theory it is which is under handover. SSP to identify most
endorsed by OIM this is only conversation back to suitable resource to participate in the
in the instance that plans to teamsite as cannot be handover process.
manage the site into the future maintained at all in current Recommended for closure
are in place. state).
2. Current SSP publisher
(Alana Thomas), who is the
only authorised SSP web
site "developer" will not be
able to develop/create
additional pages to support
the growth of PARIS
ex1ernal resources (cost)
may be required.
3. Additional software
l i c e n c i n ~ costs to enable
20 of 28
--
I
the creation/maintenance
of PARIS once live and the
ongoing internal
management of a
complicated environment
(see legacy of FAMMIS
website)
R S ~ 0 2 5 7 Unwillingness Brett The risk is if we enter UAT with a Change managing UAT staff vO.6: Monica Warner 2009-09-04 11/09/09
to participate in UAT Cowan large amount of unresolved
defects, we will lose experienced
team members due to their
unwillingness to participate in a
compromised UAT and leave the
over.
Hire new leads.
Focus testing on only known
tests that are expected to
pass. Refuse to enter UAT
15:18:04.000000
Agreed at QHIC R & I meeting 03/09:
Risk can be closed a we have entered
UAT with the resources needed.
project. These staff have
managed and performed this
testing previously.
This risk may quickly become an
issue if the entry criteria of
acceptable UAT defect levels are
not met.
with high numbers of severity
2 defects.
Plan to delay UA T.
Review defect lists.
21 of 28
9. Deliverables
N_ IIAIId
Completion
Report
Completion
Report
Report
Rewll".r
Atzeni
Atzeni
-
of template
commenced
of talr4>l ote
convnenced
deltas to
occur
Brian Cox I Review
completed
Definition Report
Yes I N/A
Atzeni review in Scope Definition
(the PDR's will be progress
delivered through
drops the last
drop of PDRs is
16/10120(9)
22 of 28
Strategy
I
-
1.07 Stakeholder No NIA NIA Accepted
Management
Strategy and Plan
(OHEST
Milestone)
4,05 Bulld Damen 910912009 SocialrsaUon 3.03b Technical Yes 2110812009 Graham Review 2.05b Functional
Completion Atzenl 01 templ ate Specification Lee completed Specification -
Repo!\ commenced , new functions New functionality
3.04b Technical Yes 2110812009 Graham Review 2.06b Functional
Specification - Lee completed Specification
updated from updated
I
Dept of Housing functionality from
DeDt of Housina
,
3.09 & 3.10 Yes 2110812009 Geoff Review 2.04b Business
Security Roles Dancer completed Blueprint
Document
3.07 Workbrain
Security Strategy
3.11b Yes 2110812009 Brian Cox Review 2.04b Business
Configuration - HR completed Blueprint
Specifications Arun Document
Tanwar
FI
4.06 Test Shane 2611012009 2.01b Master Yes NIA Shane Accepted 1.01b OHIC
Completion Morrish Test Plan Morrisl'l Scope Deftnlbon
Report
2.02 UAT No NIA NIA Accepted
Strategy (OHEST
Milestone)
3.14 Test Cases Yes 810912009 Shane 2.01 b Master
and Schedule Morrish Test Plan
2.04b Business
Blueprint
Document
3.15a Systems Yes NIA NIA Accepted 2.01b Master
Test Phase Test Plan
Completion 3.14 Test Cases
Report and Schedule
3.15c SIT Test Yes NIA NIA Accepted 2.01b Master
Phase Test Plan
Completion 3.14 Test Cases
Reoort and Schedule
23 of 28
-
I 3.15d PPRT Yes 1710712009 Shane Accepted 3.24 PPRT Test
Phase Plan
Completion
3.14 Test Cases
Reoort
and Schedule
3.t5ePPY Yes 1710712009 Brian Cox Accepted 3.23 PPY T05I
Testing Phase
Plan
Completion
3.14 Test Cases
Report
and Schedule
3.151UAT No 19110/2009 Jelanne NlA
T e. ting Phase Boland
Completion
Raport (OHEST

3. 15g No NIA Shane NlA
Pefformance
(Stress) and
YoIumeTeo!
f'11ase
Compltolion
Report
(CoIpTech
Mil.;!;';;;;i
3.23 PPV Test Yes 1710712009 Brian Cox Accepted 2.01 b Master
Plan
Test Plan
2.04b Business
Blueprint
Document
3.24 PPRT Test Yes NIA NIA Accepted 2.01b Master
Plan
Test Plan
2.04b Business
Blueprint
Document
4.07 Trai ning Marita Allen 1911112009 Sociali.ation 1.08 Training Yes NIA NlA Accepted 1.01b QHIC
Completion of te".,lale Strategy and Plan
Scope Definition
Raport convnenced
3.02b SSP Yes 2311012009 Damon In 1.08 Training
11108/09
Training Material Atzeni progress Strategy and Plan
2.04b Business
Blueprint
Document
3.22 Payroll Yes 511012009 Michael In 1.08 Training
Bureau Training McMahon progress Strategy and Plan
Material
2.04b Business
BlueDrint
24 of 28
Document
4.02 Delivery of
SSP and Payroll
Bureau Training
Yes 2911012009 Marita
Allen
In
progress
3.02b SSP
Training Material
3.22 Payroll
Bureau Training
Material
6.01 Data
Migration
C0mpletion
Report
Shane
Morrish
1911012009 Lead review
of template
complete
1.17 Legacy Data
Assessment
Strategy and Plan
(QHEST
Milestone)
No NIA NIA Accepted
1.18 Data
Mapping
Templates and
Tools
Yes NIA N/A Accepted 2.03 Data
Conversion Plan
( D e ~ ? n and
Build
2.03 Data
Conversion Plan
(Design and
Build)
Yes 1211012009 Shane
Morrish
In
progress
1.01b QHIC
Scope Definition
6.02 Cutover and
Go Live
Completion
Ropo<t
Damon
Alzenl
411212009 3.16 Cutover
Task List
Yes 911012009 Damon
Atzeni
In
progress
3.19
Implementation
and Cutover
Strategy
3.19
Implementation
and Cutover
Strateov
Yes 2510812009 Damon
Atzeni
In
progress
1.01b QHIC
Scope Definition
3.20 Extended
Support Plan
Yes 2210912009 Juanita
Hagstrom
In
progress
IS-00288
ResQurcing
over Holiday
Period
3.19
Implementation
and Cutover
Strategy
3.21 Extended
Support
Procedures
Yes 411112009 Juanita
Hagstrom
In
progress
3.20 Extended
Support Plan
4.01
Implementation
Readiness
Checklist
Yes 110912009 Damon
Atzeni
In
progress
3.19
Implementation
and Cutover
Strategy
25 of 28
-
4.08 Go-live Yes 1911112009 Damon In IS-00293 3.19
Readiness Atzeni progress Ability of Implementation
Assessment Project to and Cutover
resolve Strategy
defects 3.12 Design
IS-00281 Completion
Lack of Report
contingency 4.03 Process
to QHIC Completion
Schedule Report
4.05 Build
Completion
Report
4.06 Test
Completion
Report
4.07 Training
Completion
Report
6.04 Knowledge
Transfer
Completion
Report
6 . .07 Technical
Management
Completion
Report
4.04 Change
Completion
Reoort
4.09 Approval to Yes 1011112009 Damon In 4.08 Go-Live
proceed with Atzeni progress Readiness
cutover
Assessment
5.01 Go-Live Yes 2011112009 Damon To be 4.09 Approval to
Authorisation Atzeni drafted proceed with
cutover
6 120HIC No N/A Brian In
Cuotver and FredericI< progress
Buotness
ConUnuity Plan
(QHEST
MHestone)
6.04 Knowledge Juanita 1211112009 Lead review 6.04a Knowl edge Yes 27107/2009 Juanita Accepted 3.19
Transfer Hagstrom of template Transfer Plan Hagstrom Implementation
Completion complete (including
and Cutover
Report Cirriculum)
Strategy
260f28
T.O'I" Teelinlcilr - Peter
..
'---271l12OO9
Template 1.10 Integration Yes NlA NIA Accepted 1.01b QHIC
Ma""ll'menl Ritson sent to lead Siralegy Scope Definition
Completion ",.1_
Report 28/08109
1.14 b Technical Ves 210912009 Peter In 2.04b Business
Architecture Ritson progress Blueprint
Document
3.01 Technical Ves 2611012009 Peter In 2.04b Business
Management Ritson progress Blueprint
Plan Document
3.13 Balch IBMICT 410912009 Brian Cox In 2.04b Business
Framework progress Blueprint
Document
6.11 QHIC_Pay Ves 2610812009 Damon In IS-00284 2.04b Business
Run (Fortnighlly Atzeni progress Planning for Blueprint
Cycle) Pay Monday Document
Process
6.08 Project Damon 1/0112010 Template 1.01b QHIC Ves 2010712009 Damon Lead
Management Atzeni sent to lead Scope Definition Atzeni review in
Completion reviewer progress
Report 0410912009
1.03b Project Ves 2810712009 Damon Accepled 1.01bQHIC
ExecuUon Plan Atzeni Scope Definition
1.15b ProJecl Yes 2810712009 Damon Accepled Date 1.0t b QHIC
Imp*"entation Atzeni accepted Scope Definition
I
Schedule (Masler 71812009
Schedule)
3.17Wor1< Yes 1811112009 Juanita In 5.01 Go-live
Product Index Hagstrom progress Authorisation
3.18 UAT Entry No NlA Breit
Clleckllst Cowan
Completed
IQHEST
Mlleatono)
27 of 28
-
3,26 UATExft
Ched<1lst
Completed
(CHEST
MIlestone)
No Pj/A BreU
Cowan
6.05 Lessons Yes 8/1212009 Pierre To be 5.01 Go-Live
Learnt Log Pienaar drafted Authorisation
Completion
' 6.09 Handow<
Completion
Repon
J.....
S1eWaft
1/0112010 NJA N/A N/A N/A 5.01 Go-Live
Authorisation
6. 10 Project
Acceptance
Certificate
Malcolm
Campbell
8/01 /2010 N/A N/A N/A N/A 6.09Handover
Complet ion
Repon
28 of 28
FiHR QHIC Project
Week 2009 - 37
Week ending 11 th of September 2009
Version 1.0
14May2010
Restart of UAT Completed
06/05/2009
27104.'2000
Start of SM UAT Completed
11/05/2009
0110912000
CompleUon of PPV3 Completed
09/07/2009
-1-51Q512OO0
Completion of PPRT Completed
10/07/2009
2610612000
Completion of UAT 4
05/10/2009
2010612009 Start of Go Live Simulation 2
(Technical and Business Cutover) 05/10/2009
"}7/f\7I'>nnO
Completion of Go Live Simulation 2
OJlOg!2009 Approval to Commence Business
Cutover 10/11/2009
Business Go Live 20/11/2009
First Payrun (Pay Monday) 30/11/2009
20f24
I
2. Project Timeline
I 7/8

21/8
----,
2118 UAT Entry Checkpoint
Environment & Dfta Prop I
UAT
. q
27/8
'UAT 4 "4 x Payruns" 1 5/10
I UAT4
I
10 , 2S/8
2
,
PPV Regression PPV4
!
,
I!
0
Critical Path Technology
25/9
S&V3 I
I
I
I
13/10
mplementation Cutover 31m 2 Technical Cutover S
3d/10
Prep.
Cutover 81m 2 Business Cutover I
I
KT to Support
I
f 8u'tau Tmlnlng
11/9 18/11
Master Class D I I SSP Tr Inlng
23/1b
Technlc .. 1 Cutover Part 1
Final
3d/10
Preparation
Penetration Testing Prep_ration
6111
PenM.nIItJon Testing Execution f
10/11
,
Final activities tor Teahnical ever
10/11 Cutov Gol No-Go
,
,.1,5/11
,
1
I ,
Execute Business Cutover Org Data H
Business
I
1 y 19/11
Cutover
,
Execute Business Cutover - Tim Related Data B 20/ 11 Go Live
I
30/11 First Payrun . 1,
Support 30/12
I
Extltnded Support
30f24
I
None
40f24
4. Overall Status
The project is reporting Amber this week on the basis that:
UAT: The last final payrun and the last interim payrun were processed without short dumps and that gives us some
reason to believe that the payrun process is becoming stable.
UAT: The execution throughput, despite the impact from prior payrun instability, is still on track to hit the 4th October
completion date. Overtime is planned to catch up, but any further impacts from payrun issues will impact the execution
schedule
The project is forecasting to report AMBER next week on the basis that:
UAT: Payruns remain stable and they are executed in the time allotted.
UAT: Defects are delivered on schedule and the total number of outstanding Sev2 and Sev3P1 defects is seen to be
approaching 0 by September 28
th
.
A A
Training Reporting training material
I Send material to Damon.
I Rehana Seneviratne I 18/09/09
overdue according to the
schedule.
1. Concern about impact of 1. IBM to implement I Mark Dymock 1
UAT
transports on payrun improvement to analysis of
execution process and time. transports for impact to
payrun processes.
2. Carrying high number of 2. IBM to escalate with SAP to I Mark Dymock 15/09/09
external vendor ensure delivery of fixes on
dependencies for defect required dates.
fixes.
3. Issue raised and presented to I Pierre Pienaar Done
3. Total number of Severity 2 Project Board . Decision
defects discovered is above made is to continue with
UAT4. escalation threshold.
50f24
I
15/09/09
- ii i
Brett Cowan
impacted by issues with the
4. UAT testers are planned to 4. Execution has been slightly
work overtime through the
payruns, .but it should be coming week to catch up on
lost
Process, Business Readiness, Technology, Data Migration & Implementation teams are reporting Green.
60f24
The Process team is reporting Green for the following reasons:
Submitted for Review
Review in Progress
2.1.1 Create Employee Records & 2.1.2 Maintain Employee Records
Process

2.3.1 Process & Reconcile Payroll &2.3.2 Process & Reconcile Regulatory Information
(Alice
All Payroll Bureau Procedure Doc,-,mentation
Wehl)

Completed Review- Awaiting Acceptance Sheets
Completed- Acceptance Sheets Received
Training
(Rehana
Seneviratn
e)
A
A
Reporting training material
overdue according to the Seneviratne
70f24
UAT
(Brett
Cowan & A A
Mark
Dymock)
The team delivered the Master Class Refresher last week.
Drop of materials to be provided to Damon this week with updates as a result of UAT.
Updates to training material as a result of the Master Class Refresher.
Ongoing work:
Updates to training materials (work instructions, simulations, training guides, and quick reference guides) as a result
of defects continue.
QHEST UA T is now reporting Amber on the basis of:
The last final payrun and the last interim payrun were processed without short dumps and that gives us some reason
to bel ieve that the payrun process is becoming stable.
The execution throughput, despite the impact from prior payrun instability, is still on track to hit the 4'h October
completion date. Overtime is planned to catch up, but any further impacts from payrun issues will impact the
execution schedule
8 of 24
Concern about impact
of transports on payrun
execution process and
time.
2, Carrying high number
of external vendor
dependencies for
defect fixes.
3, Total number of
Severity 2 defects
discovered is above
escalation threshold,
4, Execution has been
slightly impacted by
issues with the
payruns, but it should
be manageable,
1. IBM to implement
improvement to
analysis of
transports for impact
to payrun
processes.
2, IBM to escalate with
SAP to ensure
delivery of fixes on
required dates,
3, Issue raised and
presented to Project
Board. Decision
made is to continue
with UAT4.
4, UAT testers are
planned to work
overtime through
the coming week to
catch up on lost
Mark 115/09
Dymock
1 Pierre I Done
Pienaar
Brett 15/09
Cowan
UAT1 :
Pay cycle 6 was intended to close out on Friday evening, but 1500 claims were found in, the error logs. The source
of these claims was found to be retros due to a fix being deployed prior to the payrun. This analysis and the work
associated with managing these retro claims required approximately 8 hours,
Pay cycle 6 final payrun exited successfully on Saturday (12109) night.
Execution was impacted but should be able to catch up with overtime working this week.
UAT2:
on 4 October.

90f24
The next week status is planned to be Amber on the expectation that
Payruns remain stable and they are executed in the time allotted.
Defects are delivered on schedule and the total number of outstanding Sev2 and Sev3P1 defects is seen to be
approaching 0 by September 28
th
Execution overtime enables the UAT test team to catch up on lost time due to payrun issues.
Business
Readiness
(Marita
Allen &
Genelle
Brooks)
Overall the status of the Business Change team is reporting Green. The following provides an overall summary.
PARIS Website
Undertaking review and applying feedback.
Communication will include a flyer, a Spotlight article and a payroll insert.
Employees with No ESP/Lattice Rosters
VMOS: - District CEOs are being sent a memo regarding VMOs without rosters and are being asked to provide roster
details.
Home Care Workers - again the proposal is that District CEOs will be sent a memo asking for roster information.
Roadshow - Now to be delivered as a series of BROADCASTS
Executive Managers and CEOs Briefing paper for noting at their next forum in October
HR Managers 20 - 30 minute session to be pre-recorded and videoconferenced.
Finance Mangers 20 - 30 minute session to be pre-recorded and videoconferenced.
Line Managers 1 hour session to be satellite broadcast.
Payslip Poster and payslip insert currently being developed. Insert to be ready for distribution last pay before go-live.
information around dates for data m and recalc. TOIL must
10 of 24
Meeting to be arranged mid-September.
Green
Technology Workstream is reporting Green based the following ;
Ongoing work:
Updates to PPV Test Completion Report based upon the completion of PPV4 Test Execution.
Updates to Technical Architecture documents
Monitoring of the Batch Framework updates and CorpTech SM 11, Sev 2 defects.
Supporting the formal preparation and execution of S&V.
QHIC Release and production support landscape options paper out for review on 11 /9
Deleting clients HEU310 & 330 Sunday 13/9 as per agreement with Pine.
CR000170 - Approved, 4 additional CPUs for HEP (ECC) have been applied on 5
1h
and 6
1h
of September. CXP (XI) 4
additional CPU's and 48Gb ram is being applied on 19"' of September.
Services
Tech.
(Nick K. &
Nicola S.) Issue IS-00291 (500) - Performance & load sustainability problem identified in Round 2 of Stress and Volume
Testing
Issue IS-00295 (500) - Ability to transfer large files.
Risk RS-00262 (500) - No clear ownership of concurrent integration schedules
Additional Workbrain recalcs will be planned for weekends 19
1h
/20lh and 26
1h
/27'h of September using CWP.
Support
Support has been requested for the week 10109/09 to 16/09/09
Sizing & Capacity
11 of 24
have been applied on 5th and 6th of September. CXP
CPU's and 48Gb ram is being applied on 19th of September.
for standard and EA pay runs. Workshop scheduled with business stakeholders (OHSSP and Pay Bureau)
has been determined, with minimal impact, which requires approval as an exception. Architectural exception
document completed and to be sent out for acceptance and review 14/09/2009.
Risk RS-00262 (500) -Identified during the planning for the coming NS3 release for WoG and the coming
GoUve for OHIC. While CorpTech Pay Bureau is the clear business owner of the core XI infrastructure that the
WoG and OHIC solutions use. There is no clear ownership to ensure technical that there are no major overlaps

- Build 16 loads have started, OM loads are complete, Payroll loads are running
Services
Data
- no significant activity.
Migration
Training - no significant activity.
(Nicolas
SSP - Interfaces run upon request from SSP.
Darby &
Shane
Morrish)
Build 16 OM loads completed
Training Workbrain loads completed for WBDMT.
Provided information to QHEST on WB and SAP
12 of 24
build 16
Forecasting Amber for next week as WP3.20 Extended Support Plan is likely to be delivered and hence accepted later than
planned - Planned Acceptance date 22/9, predicted acceptance date 29/9.
WP 3.19 Implementation & Cutover Strategy - Was accepted al Directorate on 08/09.
WP 3.16 Cutover Task List - Cutover Task List has been updated with changes from all stakeholder groups
following a series of workshops. Work Product will be sent for formal pre-review prior to Sim 2.
SSP Rehearsal - Rehearsal environments have been set up with all employees with defaulted attributes (approx
23,000 employees). SSP rehearsal activities are progressing
G G G
WP4.01 Implementation Readiness Checklist - Checklist has been re-socialised with all activity owners and
acknowledgement of tasks and due dates provided. Tracki ng of progress against criteria has commenced. Work is
progressing on Support Readiness Criteria.
WP 6.04a Knowledge Transfer Plan - Curriculum's for KT sessions are being finalised, due to complete 15/09 (as
planned).
: .
WP3.20 Extended Support Plan - Has been sent for pre-revi ew (due back 16/9). The outstanding activities are
the list of Extended Support Procedures and the Technical Support Environment set-up needs to be confirmed (both
items are in progress).
Pay Run on Latest Data Set -Investigations ongoing into the scope of the activity. The Technical Environment is
the primary driver of what can practically be achieved.
Internal Controls - Damon Is progressing with the internal controls review. No issues raised to date.
13 of 24
Critical &High
Issues (900 &700's) Owner Description
IS.o0281 Lack of John Gower
The QHIC schedule has no
contingency to QHIC
Schedule
an issue as il impacts the QHIC
gO-live date.
activities 15:27'57.000000
Update from QH IC R & I meeting 07108 :
Target date moved to end of UAT 4.
The project will Go-live 6 weeks
All organisations to confirm vO. 12: MARTIN BROWN 2009-08-20 05-0ct-09
Holiday Period
over the Christmas/New Year
vacation period.
avail abi lity of required
resou rces.
Resource pl an defined based
09.'20.44.000000
be developed Oointly by QHIC, QHEST,
will be ccmplete tJy the end of UAT.
IS-00293 Ability of Project John Gower The issue is that the QHIC project 1. Conduct regular operational vO.6: Monica Warner 2009-09-03 05-0ct-D9
to resolve defects team may not have the resources defect review of priority and 10:00:13.000000
and processes required to turnaound of UAT defects,
Resolution plan updated and target
resolve the outstanding and suggest daily. Happening
expected new defects prior to Daily
date changed to end of UAT 4.
scheduled lock-down of the 2. Conduct regular
application for go-live. Note that management defect review of
the issue is a project one and new defects to identify
relates to all responsibilities in possible workarounds or
defect management from defects which are not critical
identification through build, test for go-live. Dail y
and transport and re-test. Management
Potential ccnsequences are: 1. 3. Monitor defect turnaround
Increased time to ccnduct UAT times and report to
and regression testing and governance groups for
ccmplete to satisfaction of Exit information and decision if
Criteria, which may also impact required. Daily Defect
the project schedule. The Management meetings and
increased time is most likely to Status Report Covers this. I
relate to re-testing of resolved 4. Increase process in
defects. 2. QH may accept more Resolution Management.
workarounds than is ideal
I
14 of 24
Critical & High
OWner
Risks (900 &700'8)
RS-00254 Changed UAT Brett
Entry Criteria will Cowan
adversely impact target
UAT completion date
RS-00258 Citrix Rollout Pierre
Pienaar Testing
Descri ption
UA T entry criteria have changed
since the UA T schedule was last
revised. There is a risk that
defects whose resolution no
the same UAT test cycle, andlor
tests andlor an additional
required at the end of the UAT
period.
Citrix Client deployment via NAL
is a critical step, conducted by 10,
to enabling users have thin client
access prior to Go-Live on SAP
HR & WorkBrain. Preliminary
testing of the deployment strategy
has resulted in a staggered
deployment across the clusters
over 6 days with a minimum of 2
day delay in receipt of the new
client, rather than an
instantaneous delivery of new
technology. 6 Days into the 2
week test plan and two sites still
do not have access to Citrix, in
one site the old version was
deployed.
Failure of the client deployment
to occur in a controlled and
managed manner at the time of
Cutover/Go-Live will result in user
Resolution/Mltigation
Plan
CR rai sed?: No
Risk Treatment Strategy:
- Mitigate
Mitigation Plan:
required.
impacted.
Status
vO. 13: Brian Frederick 2009-09-09
12:30:00.000000
IBM (Mark D) to provide updated drop
schedule of when all Sev 3 PO and P1 's
due to be fixed for re-testing within UAT4.
09:39:53.000000
EPM Update 08/09/09 (JB) All
workstations have been reverted to
version 8 or 6.3 of Citrix client. Waiting for
3 testers results, expected Wednesday
9/9/09. One tester(from rockhamption) is
on leave and cannot be replaced until
next week. Target date update
Target Date
05-0ct-09
18-Sep-09
15 of 24
RS'{)0263 End to End pay Martin
confusion, loss of valuable
system access over a critical
operational period
There is a risk that the End to Plan to nun pay tests on ful l vO.5. MARTIN BROWN 2009-09-10 25-Sep-09
run may not process Brown
End pay run may not process
employee data loads with the 08:48:50.000000
correctly.
correctly.
No full QH employee End to
End pay using the production
latest solution build.
The tests should occur before
the end of UAT and at the end
on Sim 2.
UAT Test with the latest configuration
- the risk is more around the fact that
UAT elected to continue with their old
data set rather than taking a newer
ready solution configuration
and data is planned to be
conducted before Go Live
(Nov 2009).
copy of data a updating their scripts.
Investigations are ongoing into
whether it is feasibly to run a test
using the latest (Build 16) date set.
The outcome of thi s investigation is
expected 11 /9
16 of 24
8. Closed Risks & Issues
Closed Risk and
Issues Owner Descrlbtion
Plan. Status Target Date
RS-00245 Freeze points Shane Cutover simulations have not 1 Spec Report (done) vO.8: Monica Warner 2009-09-10
09/10/09
on data integrity Morrish tested the impact of freezing data 2 Develop Report (done) 08:04:00.000000
throughout the cutover at two points as shown on the 3 Validate Report during SSP
Update from Shane Morrish: From the 1
process is untested and Cutover plan (i.e. extract for rehearsal activities
June we have been receiving both Pre
unknown. OM/HR, extract for WB loads
occurring at two separate dates).
Impact of having a delay between
the freeze points on data integrity
throughout the cutover process is
untested and unknown.
Update and Post Update data at each OH
pay run ie simulating the go live freeze
paints.
The extract and transformation migration
process has been testing the data
between those two freeze paints after
each OH pay run since then.
As such I would advise that the risk can
now be closed.
RS-00260 Cost
assignment Work Around
Craig
Hanrahan
The developed Microsoft
Access database may not be
scalable to the full data feed
from SAP HR.
Develop a more robust and
scalable solution in a
corporately endorsed
product such as DSS.
08:30:48.000000
Agreed at OHIC R & I meeting 09/09 that
the risk can be closed as it is being
manaoed between Corptech and OHEST.
11/09/09
17 of 24
9. Deliverables
Completion
Report
Completion
Report
Complellon
Repon
Lead
Reviewer
Atzeni
Alzenl
Completion
date
of template
commenced
of template Definition Report
commenced (the PDR's will be
delivered through
drops the last drop
of PDRs is
16/1012009)
Yes I N/A
No N/A N/A
Atzeni review in
progress
2.04b Business
Blueprint
Document
Definition
Definition
Definition
18 of 24

Name
CompJollon
Report
Completion
Report
Lead
~ r
Alzenl
Morrish
Complotlon
data
.... _ . ' . f t !' ~ I. ~ o . I ;
~ ' : : ::m
I ' ~ -
of template
commenced
3.03b Technical
Specification - new
Specification -
updated from Dept
of Housing
3.09 & 3.10
Security Roles
3.15a Systems
Test Phase
Completion Report
Yes
Yes
No
Yes
Arun
Tanwar
FI
NIA Shane
Morrish
NIA NIA
Morrish
NIA NIA
Review
completed
Review
completed
I Accepted
I Accepted
Accepted
Predecossor
from
12.01b Master Test
Plan
2.04b Business
Bluepr.int
Document
19 of 24
Performance
(Stress) and
Volume To.1
Pha.e Completion
Report (CorpTech
Training Material
Morrish
Atzeni progress Strategy and Plan
N_ Complotion Lud

Revtewer date
CQmpleilon 01 template
Report commenced
11I08I09
2.04b Business
Blueprint
Document
20 of 24
FiHR QHIC

N""", Lead
Reviewer
rt: Week 2009-37
Completion
dale
1status
21 of 24
FiHR QHIC Wee ort: Week 2009-37
status Supporting Work i8M Scheduled Lead Status lin Dato and Koy Rlsl(s Predecessor
Completion Product/s, Work completion Reviewer progress, Vorslon of Jndlssues
Revl_ Milostono or Product date accepted. elC-<:In copy
Activity roJcctedl
dahl
RItson
1.10 Integration
Strategy
Yes
22 of 24
Definition
Knowledge
Transfer
Completion
Report
Implementation
Assessment
Abilrtyof Atzeni progress Readiness
and Cutover
resolve
Project to
Strategy
defects 3.12 Desig n
IS-00281 Lack Completion Report
of conti ngency 4.03 Process
toQHIC Completion Report
Schedule 4.05 Build
Completion Report
4.06 Test
Completion Report
4.07 Training
Completion Report
6.04 Knowledge
Transfer
Completion Report
6.07 Technical
Management
Campletion Report
4.04 C
4.08 Go-Live
Readiness
Checklist Cowan
Completed
23 of 24
....d
Revl_r
Cornplltllon
-
Implementation
Schedule (Master
Schedule)
Atzeni
Atzeni accepted
7/812009
Planning for
Pay Monday
2.04b
Blueprint
Document
Blueprint
Document
Definitjon
1.01b QhllC Scope
Definition
FiHR QHIC Weeki

talma Lead
Reviewer
Slawaot
Acceptance I Campbell
Certificate
N/A
Authorisation
N/A N/A
Completion Report
24 of 24
FiHR QHIC Project
Week 2009 - 38
Week ending 18
th
of September 2009
Version 1.0
13 May 2010
Restart of UA T
Start of SM UA T
Completion of PPV3
Completion of PPRT
Com pletion of UA T 4
Start of Go Live Simulation 2
(Technical and Business Cutover)
Completion of Go Live Simulation 2
Execution
Cutover
Business Go Live
First Payrun (Pay Monday)
27i041200B
11/0512009
0910712009
15105i2009
10107/2009
2iIQi120QQ
05/10/2009
2Q10@i2009
05/10/2009
27iQ7/2009
30/10/2009
Oili0812Q09
10/11/2009
20/11/2009
30/11/2009
Completed
Completed
Completed
Completed
2 of 22
2. Project Timeline
I 7/8 I I
UAT '" 21/8
Environment & Oft. Prep ---J.,t 21/8 UAT Entry Checkpoint
UAT I 27/8
' UAT 4 " 4 It P.yruns" t::::i 5/10 I I
UAT 4
,' ''' '' '''''''''' 0 4-10 I
: : Ii PPV 4 PPV Regression
Technology '...... .. ........ ' ! 25/9 Critical Path
s&v' ll I
.-1-
3/10
I
Implementation Cutover Sim 2 Technical Cutover 3 110
Prep. butover 81m 2 Business Cutover
KT to Support I f Bur IIU Training
I
11/9 18/11
Master Cl ass Refresher D I I SSP TTI"'";
. 23/1
Final Technical Cutover Part 1
Preparation I 8
110
I
Penetration Testing Preparation
6/11 I
Penetrati on Testi ng Execution Er10/11
Fin.J activltl.s for Teehnlcal CCJtoVttr 0 10/11 Gol No-Go
, T
I
Business Execute Business Cutover Org Data H
Cutover ' '-' r---;9/11
Execute Business Cutov er - Tim. Related D.ta t:::r 20111 Go live
.P0/11 First Payrun
Support I t 30/12
Ext.nded Support l
30122
None
40122
4. Overall Status
The project is reporting Red this week on the basis that:
The number of Sev2 and Sev3P1 defects with IBM is not approaching 0 by 28
th
September.
The project is forecasting to report RED next week on the basis that:
Risk that the number of Sev2 and Sev3P1 defects with IBM will continue to not approach 0 by 28
th
September.
A
defects with IBM is not
approaching 0 by 28
th
Process, Training, Business Readiness, Technology and Implementation teams are reporting Amber. See following status
reports for issues and remedial actions.
Data Migration & Implementation teams are reporting Green.
50f22
I PDRs and procedures will
need to be updated to reflect
these chann,,.
Review in Progress
2.1. 1 Create Employee Records & 2.1.2 Maintain Employee Records
Process
2.3. 1 Process & Reconcile Payroll & 2.3.2 Process & Reconcile Regulatory Information
(Allee
Wehl)
Completed Review Awaiting Acceptance Sheets
Concerns around the time that it is taking to sign off documents. Currently its approx 3-4 weeks.
All Payroll Bureau Procedure Documentation- completed review 18-09-20.09
Completed Acceptance Sheets Received
Overall Status: Green Training
A A
The team is Green Rehana
60f22
UAT
(Brett
Cowan &
Mark
Dymock)
Reporting training material sent back to Tania and Damon.
Weekly update:
Drop of tra ining materials updated with the impacts of UAT defects have been provided to Tania and Damon .
Updates to tra ining material as a result of the Master Class Refresher completed.
Knowledge transfer of payroll bureau process
Ongoing work:
Updates to training materials (work instructions, simulations, training guides, and quick reference guides) as a result of
defects continue
Overall Status Red
QHEST UAT is now reporting Red on the basis of:
Defects are not being delivered on a schedule which wil l have the total number of outstanding Sev2 and Sev3P1
defects approaching 0 by September 28'h.
A
Execution on track to complete by 4'h October assuming no impacts by payrun processes or significant defects.
HR Apps is tracking OK, and have managed all issues encountered. On target for completion on 4 October.
The next week status is planned to be Red on the expectation that:
It is likely that the number of Sev2 and Sev3P1s will not be 0 by 28'h September.
7 of 22
defects with IBM is not
approaching 0 by 28'h
IBM implemented improvement to analysis of transports for impact to pay run processes.
IBM escalated successfully with SAP to ensure delivery of fixes on required dates.

Defects outstanding with External Vendors will be delivered in time for testing, except for these:
Supplier
Planned
delive
1248: FI :SAP:REPORT - Payment Summary Report Performance SAP Unknown
1685: SAP: Concurrent employee errors at Deductions not taken processing in payroll
calculation
SAP Unknown
1629: WB: MVS- Rules Hyperlink Eligibilty does not generate when Job is Match
selection & sort ID does not work
Infor
15/10/200
9
Planned management of risk due to code changes for last week of UAT:
From 29
1h
September, all creation of transports/releases for System Testing (and subsequent UAT) will be under the
direct supervision of Mark Dymock.
Mark will ascertain whether he wishes to have the environments locked down by Corptech to ensure that only
transports which he approves will be created.
A transport/release will only be created after consultation with QHEST to confirm the criticality of the fix.
The final 2 payruns will be executed on 30
lh
September and 3"' October. Since 3"' October only allows 1 day of
testing before closure of UAT, this payrun is very much a last resort for retesting defect fixes.
PARIS Website
A A
Undertaking review and applying feedback.
Communication will include a flyer, a Spotlight article and a direct mail out.
ire Work Instruction for Joiners/Leavers and Position to the
8 of 22
Business
Readiness Employees with No ESP/Lattice Rosters
(Marita VMOS: - District CEOs are being sent a memo regarding VMOs without rosters and are being asked to provide roster details.
Allen & Home Care Workers - again the proposal is that District CEOs will be sent a memo asking for roster information
Genelle
Brooks) Roadshow - Being reviewed. No decision on approach
Payslip - Payslip flyer currently being developed to be ready for distribution last pay before go-live. Bureau to provide
feedback on the example and explanations.
TOIL - Not proceeding until end of financial year.
Other Change and Communications:
Cutover Communicati ons Plan to be developed. Initial meeting held with Leanne Bulmer and Leanne Cruse.
Currently booking in various marketing activities such as payslip inserts, e-alerts, DG broadcasts, flyers and spotlight.
Completed Line Managers Update on New Starters and Employee Movements
Draft of POL and POE has been sent to HR Branch for review.
Pay in Advance Fact sheet in draft.
LJnrl:::ltp. on Position Maintenance
Technology Workstream is reporting Amber based the following ;
Architecture not accepted
as scheduled. Updates are
dependant upon WP 2. 04b
Business Blueprint
Document with delayed
feedback.
Friday 18/09/2009
deadline for review
comments on WP 2.04b
Business Blueprint
Document, with
Acceptance on
25/09/2009 .
Atzeni
90f22
Ongoing work:
Services
o Updates for PPV4 Regression Test Execution and acceptance of WP 6.11 OHIC Payrun Fortnightly Cycle.
Tech.
o Monitoring of the Batch Framework updates and CorpTech SM 11 Sev 2 defects.
(Nick K. &
o Supporting the execution of S&V.
Nicola S.) o OHIC Release and production support landscape options paper out for review
o CR000170 - Approved, 4 additional CPUs for HEP (EGC) have been applied on 5
1h
and 6
1h
of September. CXP (XI) 4
additional CPU's and 48 GB ram is being applied on 19
1h
of September. - Completed.
IssueslRisks & Notifications:
o Issue IS-00284 (500) - Ability to process Pay Monday in window
o Issue IS-00291 (500) - Performance & load sustainability problem idenlified in Round 2 of Stress and Volume
Testing
o Issue IS-00295 (500) - Ability to transfer large files.
o Risk RS-00262 (500) - No clear ownership of concurrent integration schedules
o Additional Workbrain recalcs will be planned for weekends 19"' /2 01h and 26'h/27th of September using CWP.
o Support
Support has been requested for the week 10109/09 to 16/09109
o Sizing & Capacity
CR000170 - Approved , 4 additional CPUs for HEP (ECC) have been applied on 5th and 6th of September. CXP
(XI) 4 additional CPU's and 48Gb ram is being applied on 19th of September. - Completed.
for standard and EA pay runs. Workshop scheduled with business stakeholders (OHSSP and Pay Bureau)
has been determined, with minimal impact, which requires approval as an exception. Architectural exception
documem completed and to be sent out for acceptance and review 14/09/2009. - Approved and implemented.
10 of 22
Services
Data
Migration
(Nicolas
Darby &
Shane
Morrish)
Implement
ation &
Risk RS-00262 (500) - Identified during the planning for the coming NS3 release for WaG and the coming
GoLive for QHIC. While CorpTech Pay Bureau is the clear business owner of the core XI infrastructure that the
WaG and QHIC solutions use. There is no clear ownership to ensure technical that there are no major overlaps
SAP GoingLive Check work - ongoi ng.
Work Brain 'Goi
Dev - Build 16 loads have started, OM loads are complete, Payroll loads delayed by environment issue but should
complete today.
- Created an LSMW for UAT4 to delete attendance/absence data. Loaded additionailT0015 data into HEU300
Training - no significant activity.
SSP -Investigation of Interface issues for SSP.
Build 16 OM loads completed, Payroll loads should complete today
Created an LSMW for UAT4 to delete attendance/absence data from client HEU300 - tables PTEX2000 and
PTEXDIR
Loaded additionail T0015 (additional Payments) data for UAT4
Reporting Amber as WP3,20 Extended Support Plan is likely to be delivered and hence accepted later than planned - The
Plan will be submitted for review Thursday 24/9.
Status:
~ WP 3.16 Cutover Task List - Cutover Task List has been updated with changes from all stakeholder groups
A A
11 of 22
Summary
Status
(Martin
Brown)
of workshops. Work Product has been sent for formal pre-review prior to Sim 2.
~ SSP Rehearsal - Rehearsal environments have been set up with all employees with defaulted attributes (approx
23,000 employees). SSP rehearsal activities are progressing. Due to complete 25/9.
~ WP4.01 Implementation Readiness Checklist - Checklist has been re-socialised with all activity owners and
acknowledgement of tasks and due dates provided. Tracking of progress against criteria has commenced. A number
of OHIO criteria have been added, Disaster Recovery/Business Contingency Plans and work is progressing on
Support Readiness Criteria.
~ WP 6.04a Knowledge Transfer Plan - Curriculum's for KT sessions were finalised on 15/09 (as planned).
~ WP 3.20 Extended Support Plan - Pre-review comments have been received. Updates are being made to the Plan .
Plan should be issued for review 24/9
~ Pay Run on Latest Data Set - Proposal for test on build 16 data being socialised. No further tests are planned.
~ Internal Controls - Damon is progressing with the internal controls review. No issues raised to date.
12 of 22
Critical & High
Issues (900 & 700's) _ Owner Description
I S ~ 0 2 8 1 Lack of John Gower
The QHIC schedule has no
contingency to QHIC
activities 15:27:57.000000
Schedule
an issue as it impacts the QHIC
go-live date.
ts a delay likely?: Yes
Update from QHIC R & I meeting 07/08:
Target date moved' to end of UAT 4.
All organisations to confirm vO. 12: MARTIN BROWN 2009-08-20 05-0ct-09
Holiday Period
Organisations) to be avaitable
over the Christmas/New Year
vacation period.
resources .
09:20.44.000000
be developed OoinUy by QHIC, QHEST,
will be complete by the end of UAT.
IS-00293 Ability of Project John Gower The issue is that the QHIC project 1. Conduct regular operational vO.6: Monica Warner 2009-09-03 05-0ct-09
to resolve defects team may not have the resources
the issue is a project one and
identification through build, test
and transport and re-test.
and regression testing and
Criteria , which may also impact
workarounds than is ideal
turnaound of UAT defects,
Daily
2. Conduct regular
defects which are not critical
for go-live. Daily
Management
3. Monitor defect turnaround
times and report to
governance groups for
information and decision if
required . Daily Defect
Management meetings and
Status Report Covers this.
4. Increase process in
Resolution Management.
10:00: 13. 000000
Resotution plan updated and target
date Changed to end of UAT 4 .
13 of 22
05-0ct-09 15-00296 Severity 3 Mark Severity 3, not Priority 1 defects
The list has previously
vO.3: Montca Warner 2009-09-18
Defects Dymock that are currently open in UAT
Quality Centre have no
commi tment from IBM to be fixed
prior to go live. There are a
number of these defects that
have been assessed in terms of
action required to mitigate for go
live, where it cannot be
determined what if any action is
required, what the impact to go
live woutd be if the defect was not
fixed, andlor what if any
workaround could be
implemented to mitigate the
defect not being fixed.
been provided to IBM with
request to advise, 2 follow
ups were undertaken w ith
IBM with no result.
14:22:54.000000
Update from OHIC R & I meeting
18/09/09:
Mark assigned as owner and target date
updated.
14:42:36.000000
OHEST issue validated.
140f22
Critical &High
Risks (900 &700'5>
Owner Description
Plan
Status Target Date
RS-00254 Changed UAT Brett UAT entry criteria have changed CR raised?: No vO.15: Monica Warner 2009-09-21 05-0ct-09
Entry Criteria will Cowan since the UAT schedule was last Risk Treatment Strategy: 08.45.23.000000
adversely impact target revised. There is a risk that - Mitigate Update from QHIC R & I meeting 18/09:
UAT comptetion date defects whose resolution no
the same UAT test cycl'e, andlor
tests andlor an additional
required at the end 01 the UAT
period.
Mitigation Plan:
required.
impacted.
The drop schedule has been done, risk is
being tracked.
vO.13: Brian Frederick 2009-09-09
12:30:00.000000
IBM (Mark D) to provide updated drop
schedule of when all Sev 3 PO and P1's
due to be fixed for re-testing within UAT4.
RS-00258 Citrix Rollout
Testing
Pierre
Pienaar
Citrix Client deployment via NAL
is a critical step, conducted by 10,
to enabling users have thin client
access prior to Go-live on SAP
HR & WorkBrain. Preliminary
testing of the deployment strategy
has resulted in a staggered
deployment across the clusters
over 6 days with a minimum of 2
day delay in receipt of the new
client, rather than an
instantaneous delivery of new
technology. 6 Days into the 2
week test plan and two sites still
do not have access to Citrix, in
one site the old version was
deployedl
Failure of the client deployment
to occur in a controlled and
managecl manner at the time of
Cutover/Go-Live will result in user
09.39.53.000000
EPM Update: 08/09109 (JB) All
workstations have been reverted to
version 8 or 6.3 of Citrix client. Waiting for
3 testers results, expected Wednesday
919/09. One tester(from rockhamption) is
on leave and cannot be replaced until
next week. Target date update
22-Sep-09
15 of 22
confusion, loss of valuable
system access over a critical
operational period
RS-00263 End to End pay Martin There is a risk that the End to Plan to run pay tesls on full vO.5: MARliN BROWN 2009-09-10 2S-Sep-09
run may not process Brown
End pay run may not process
employee data loads with the 08.48.50.000000
correctly.
correctly.
No full QH employee End to
End pay using the production
ready solution configuration
and data is planned to be
conducted before Go Live
(Nov 2009).
latest solution build.
The tests should occur before
the end of UAT and at the end
on Sim 2.
UAT Test with the latest configuration
- the risk is more around the fact that
UAT elected to continue with their old
data set rather than taking a newer
copy of data a updating their scripts.
Investigations are ongoing into
whether it is feasibly to run a test
using the latest (Build 16) date set.
The outcome of this investigation is
expected 1119
16 of 22
8. Closed Risks &Issues

"
Closed Risk and
Issues Owner Description
RS-00251 Management of Pierre Risk of no Coverage of These grandparent
vO.17: Monica Warner 2009-09-21 05-0ct-09
Grandparent
Arrangements
Pienaar Grandparenting clauses within
current SAP wage rates due to no
clarification of business
requirement.
agreements and above
award payments can and
must be aligned to exisiting
transitional workbrain time
08:21:20.000000
The risk can be closed as the agreed
transitional arrangements have been
Movement of grandparent code, hour type or SAP
tested and are working.
clauses will create a
wage type to ensure vO.1S: Monica Warner 2009-09-04
substanbal work effort to
maintain. The risk is that staff
may not be paid.
appropriate financial
management and reporting
of the additional payments
is maintained. Avoidance of
11 :20:09. 000000
Update from QHIC R& I meeting
03/09- Transitional arrangements will
a Miscellaneous wage type
satisfy the need, but must be tested
3S a catch all is critical to
in UAT. Pine assigned as owner &
the integrity of the data. rank downgraded to 500.
vO.14: Sylvia Sim 2009-08-18
08:41 :34. 000000
Update from Pierre Pienaar (QH) - A
decision was made not to create a
generic wage type. Pierre is currently
investigating the use of transitional
wage types with the SSP.
17 of 22
9. Deliverables

-
Completion
Report
Completion

Completion
Report
LaC
RMt....r
Atzeni
AtzenJ
Atzeni
CompIedon
dII8
9/11/2009
9/11 /2009
Definition Report
(the PDR's will
be delivered
through drops
the last drop of
PDRs is
16/10/2009)
AliceWehl
18 of 22
Damon
Atzeni
30/10/2009
1611012009

30/10/2009
30/10/2009
18
1
Q9t2QQ9
completion of
process
documentation
due to
1/ Changes to
the fortnightly
process
21 Delays in
of
be delivered later
and will
incorporate
updates as a
result of UAT.
be delivered later
and will
incorporate
updates as a
Func Spec
sign off
before
Defects fixed
2.04b Business
Blueprint
Document
Scope Definition
2.05b Functional
Specification
New functionality
Blueprint
4.07
and will Document
incorporate 3.07 Workbrain
updates as a Security Strategy
~ DlnO/,)(\f'\O
Documents will
30110/2009 be delivered later
and will
incorporate
updates as a
result of UAT.
Test Plan
Strategy and
Material process has Plan
resulted in delays 2.04b Business
Completion
Report
MorriSh
3.11b
Configuration
Specifications
3.15 (a-g) Test
Phase
Shane
Completion
(Stress) and
Volume Test
Phase
QHEST N/A N/A Joanne
19 of 22
Morrish
09/10/2009
Boland
J;;:11nf'}nnO
23/10/2009
Socialisation will
start with Shane
on W/E 28 Sept
fortnightly
Document
3.16 Cutover OHIC Martin Brown
3.20 Extended OHIC Martin Brown
Support Plan
3.21 Extended
IOHIC
Martin Brown
Support
Assessment
20 of 22
Marita
Allen
Damon
Atzeni
Juanita
Hagstrom
Juanita
Hagstrom
29/10/2009
9/10/2009
22'G912GG9
29/09/2009
4/11/2009
Scope Definition
3.19
Implementation
and Cutover
To be reissued 3.19
21/09/2009 Implementation
and Cutover
Strate
3.20 Extended
Support Plan
Completion
Report
Ability of Implementation
Project to and Cutover
resolve Strategy
defects 3.12 Design
IS-002B1 Completion
Lack of Report
contingency 4.03 Process
to OHIC Completion
Schedule Report
IS-000296 4.05 Build
Severity 3 Completion
Defects Report
RS-00263 4.06 Test
End to End Completion
Pay run may Report
not process 4.07 Training
correctly Completion
Report
6.04 Knowledge
Completion
Report
Hagstrom
Business
Continuity Plan

1.14 b
Kwiatkowski Palmer
4llIG1lI2OO9
0211012009
Completion
Report
6.07 Technical
Management
Completion
Report
4.04 Change
Completion
Report
Implementation
and Cutover
Strategy
3.19
Implementation
and Cutover
Strategy
Gary 2/1112009
Management Palmer Architecture
Completion
Report
3.01 Technical
Management
Plan
3.13 Batch
Framework
QHIC Nick
Kwiatkowski
26/10/2009
changed to G Blueprint
Palmer on Document
17/09/09.
Deliverable Lead
Reviewer
changed to G
Palmer on
Blueprint
Document
21 of 22
John Gower
Acceptance
Certificate
campbell
6.11 OHIC Pay
Run (Fortnightly
Cycle)
OHIC Nick
Kwiatkowski
Damon
Atzeni
Juanita
Hagstrom
Pierre
Pienaar
23/09/2009 IS-00284
Planning for
Pay Monday
2.04b Business
Blueprint
Document
Completion
Report
Authorisation
22 of 22
Attachment 2
TOPICAL ISSUE No. xxx
Title: Queensland Health Implementation of Continuity (QHIC) Project
OVERVIEW
Work on the Queensland Health SAP/Workbrain payroll implementation commenced early in 2008 as
a joint project between CorpTech and Queensland Health with delivery through a prime contractor,
IBM. The total contract price is approximately $20 million (excluding GST). This.large and complex
project implementation is designed to provide a payroll and rostering solution to over 80,000
employees working under a significant number of different awards.
Implementation of the new solution into Queensland Health will provide major benefits compared to
the current LATIICE and ESP (rostering) solutions including a modern supported solution and
significantly improved functionality.
The CorpTech, Queensland Health and IBM teams had been actively working towards an
implementation date of 16 December 2009.
KEY ISSUES
On 19 October 2009, the Queensland Health Project Board determined that there were outstanding
issues from the user acceptance testing process. Resolution of the outstanding systems issues is
critical to ensure that a viable payroll solution is delivered.
This delay in finalising user acceptance testing results will result in a delay to the go-live for the
solution. As the go-live date was mid-December 2009, it is no longer practical to go-live prior to the
end of 2009 and the gO-live will be deferred until early 2010.
Initial high level indications are that a March 2010 implementation of the solution into Queensland
Health may be possible. An earlier date in 2010 would cause significant difficulties for Queensland
Health due to a-number of factors including the significant intake of new employees and staff
transfers which occur early in the year.
To enable the solution to be implemented as early as possible in 2010, it is critical that IBM resolves
the outstanding defects and provide a viable payroll system by the end of 2009. This payroll system
must be fully tested and deployable without further development work at a future date to be
determined by Queensland Health. In particular both Queensland Health and CorpTech must be
satisfied that the solution will perform in accordance with the documented requirements.
To achieve a go-live in early 2010, the following actions will be required:
CorpTech, Queensland Health and IBM are to remain committed and resourced accordingly to
ensure that the payroll system is built, tested and ready for implementation before the end of
2009;
post December 2009 until go-live, Queensland Health are not to introduce any new requirements;
mandatory changes due to revised enterprise bargaining arrangements may need to be applied
before go-live;
all costs beyond end 2009 are to be met by Queensland Health, as CorpTech cannot sustain the
cost being incurred; and
finalisation of resultant contractual changes with IBM.
The Director-General, Department of Public Works and Director-General, Queensland Health have
discussed these matters and are supportive of the actions outlined above. Senior Officers from both
agencies have met and will work together to ensure that the actions are implemented.
IMPLEMENTATION I ACTION AGENDA
There is Significant progress being made towards meeting the deployable solution by 18IDecember
2009, and planning for the introduction of the changes required to implement Queensland Health
enterprise bargaining (EB) has commenced.
Contractual payments to IBM are contingent on the attainment of a number of milestone success
criteria. Any costs for delays beyond the deployable solution date will be absorbed by IBM.
Progress on the Queensland Health payroll implementation is being closely monitored by the project
board.
Responsible Officer: Approved by:
James Brown Margaret Berenyi
Executive Director General Manager
Strategy and Planning CorpTech
.
::,olutlonsTransition
Queensland
Queensfand fiealth Ente.!Erise
Government
Queensland Health
DISTRIBUTION: QHIC Project Directorate Members:
Tony Price, James Brown, John Gower, Naomi du Plessis, Janette Jones, Jane Stewart. Bill Doak, Roger Petersen
CONFIDENTIAL
DATE: 18 December 2009
NO: 31/09
Presented By: Terry Burns
Solution
Functionality
CorpTech
Accepts "As
Built" solution
Workbrain
accepted as
A
A
A A
A A
The EB changes for 2010 have been reduced to a small solution impact. IBM to do impact
analysis and proposal for implementation.
The Superannuation changes for 2010 are under review. IBM has tabled a draft options paper.
A final agreed approach is due by 18112109. This is currently viewed as potentially very high risk
to the project.
The position on work arounds is
Work Arounds Agreed - 43
11 Queries (including EB) have been identified as required for work arounds - testing cannot be
completed until these queries have been developed. This is now scheduled for Jan 2010
As previously noted - a final Solution Risk Assessment Report will be prepared by Program
Assurance prior to Go
Payrun fortnightly cycle - due to be accepted this week
Batch Framework - still under discussion with the SSP and CorpTech. Acceptance Has been
moved to January 2010
IBM has proposed a number of solutions to the key defects relating to integration and the
approach has been accepted by CorpTech for technical del ivery to occur by 9 December for
testing in real time and subsequent process and control. documentation delivered and approved
progressively by 18 December 2009.
Penetration testing will' require 2 weeks once the solution has been locked down for go live.
contractor will not be
IBM is working on an action plan - addressing the recommendations in the Infor report and
confirmation is required on the responsibility to implement all of the recommendations in the
Page 1 of 5
"As Built"
solution must
meet the Pay
Run Window
criteria
Contract and
Governance
Schedule
UAT
Implementation
& CutOver
The latest build of is now .184
S & V scheduled for completion by
PPV 4 test completion report was due to be accepted by now.
There are still concerns regarding the impact retrospective changes either via EB.
Superannuation changes or defect rectification will have on the pay cycle.
Contract changes being managed by CorpTech
A schedule has been tabled up to the new planned Business Go Live of 12 March 2010 and
Pay Monday Go Live date of 22/3/2010.
EB scope changes are to be included in schedule
The Project Board accepted a plan presented by IBM on 4 December 2009 which committed to
deliver completed and tested fixes for all Sev 1 and 2 defects by 18 December 2009. An
updated Deployable Solution Criteria document has been prepared which splits criteria between
Dec 09 and Jan 2010.
IBM stated at the Board meeting on 10/12/09 that they would complete all defect fixes by
Monday 14/12/09 so that QH could complete the required testing by 18/12/09.
Further changes to this drop schedule have been provided and QH needs to confirm the
required test times to retest all defects.
Final position to be tabled at the project Directorate meeting on 18/12/09
UAT stats as at COB 15 112/09 are
,
CORPTECH IBM OHEST
Open 3 24 8
Ready for U A T Retest 5 42
Ready for UAT Transport 1 6
TOTAL 9 :u S6
TOTAL
3S
47
7
89
It is critical that all testing standards and processes are maintained at the proper level as all
teams work to com
The planning of environment availability in Jan 2010 remains a challenge
on
Page 2 of 5
Business
Readiness
ed as earliest live date of 22 March 2010
SUMMARY OF ALL MAJOR MEASUREMENTS
A A A
Scope
Design & Build
IBM QHIC
Contract Contract changes being managed by Corp Tech
UAT
The EB changes for 2010 have been reduced to a small solution impact. IBM to do impact
analysis and proposal for implementation.
The Superannuation changes for 2010 are under review. IBM has tabled a draft options paper.
A final agreed approach is due by 18/12/09. This is currently viewed as potentially very high risk
to the project.
The position on work arounds is -
Work Arounds Agreed - 43
11 Queries (including EB) have been identified as required for work arounds - testing cannot be
completed until these queries have been developed. This is now scheduled for Jan 2010
As previously noted - a final Solution Risk Assessment Report will be prepared by Program
Assurance Drior to Go Live
The Project Board accepted a plan presented by IBM on 4 December 2009 which committed to
deliver completed and tested fixes for all Sev 1 and 2 defects by 18 December 2009. An
updated Deployable Solution Criteria document has been prepared which splits criteria between
Dec 09 and Jan 2010.
IBM stated at the Board meeting on 10/12/09 that they would complete all defect fixes by
Monday 14/12109 so that QH could complete the required testing by 18/12109 .
Further changes to this drop schedule have been provided and QH needs to confirm the
required test times to retest all defects.
Final position to be tabled at the project Directorate meeting on 18/12109
Page 3 of5
QHIC Schedule
PPV 3&4
(Perfonnance)
Acceptance
Stress &
Volume T""tinn
CorpTech
Service
Management
Work Products
& Acceptance
Criteria
Process
Training
UAT stats as at COB 15/12/09 are
CORI'TECl1 IBM QHEST TOTAL
Open 3 24 8 35
Ready for UAT Retest 5 42 47
Ready for U A T Transport I
.
6 7
TOTAL 9 14 56 89
-
A schedule has been tabled up to the new planned Business Go Live of 12 March 2010 and
Pay Monday Go Live date of 22/3/201 O.
Agreed scope changes for EB are to be included in schedule
There is a siqnificant risk that solution defect fixes will not be completed bv the 18th Dec 2009
PPV 4 test completion report was due to be accepted by now.
There are still concerns regarding the impact retrospective changes either via EB or defect
rectification will have on the pay cycle.
The latest build of Workbrain is now .184
S & V scheduled for
Schedulina these tests with the outside contractor will not be
The planning of environment availability in Jan 2010 remains a challenge
off
Page 4 of 5
A A A
Pay run fortnightly cycle - due to be accepted this week
Batch Framework - still under discussion with the SSP and CorpTech. Acceptance Has been
moved to January 2010
IBM has proposed a number of solutions to the key defects relating to integration and the
approach has been accepted by CorpTech for technical delivery to occur by 9 December for
testing in real time and subsequent process and control documentation delivered and approved
progressively by 18 December 2009.
Penetration testing will require 2 weeks once the solution has been locked down for go live.
Data loads completed.
It has been agreed to remove the data migration completion report from the Deployable solution
First information session was held on 15/12/09 at Princess Alexandra Hospital. Attendee
responses were good.
Go Live date for QHIC is beinq published as earliest possible qO live date of 22 March 2010
Data Migration
Business
Readiness
Page 5 of 5
Queensland
Government
Public Works
QHIC Release 0.177
Performance Validation Report - Round 4
uCJ.,cmber 2009
Table of Contents
1. Executive Summary. ..... .. .... ... ... .. .... ............................... ...... .. .. ... ......... .. . .... ......... 3
1.1. Objectives ...... : .......... ...... ... ....... ........... ...... .. .... .. .... .. .......... .. .... ........... ... ..... .... ..... 3
1.2. Results ..................... .... ....... .. .... ..... .. .... ...... .. .... ... ... ...... .. .... .. .... . _ ... . _. . ....... . 3
1.2.1. SAP HR (HER) ............... .. ......... .. ....... .. ............... .......... ......... . 3
1.2.2. Workbrain ............... .... .. .. ..... ... ..... .............. ............... ... .. .... ...... ......... . ..... 4
1.2.3. Workbrain Reliability ...................................... .. ........... . ... .. .... ..... .. ........... 4
1.2.4. IBM HTIP Server (IHS) vs Netscaler ............... ...... .. ......... ... .... .. .................. 4
1.2.5. Citrix ............................ .......... . .............. ............ .................. .......... ..... 4
2. Risks ...................... ........ ... .. .... ...... ...... ...... .. .... .. .. . ........... ... .... ..... ... ..... ... .. ...... ... . ....... 5
2.1. Development .......... .... ....... ...... .................... ...... .. ......... .. ... ... ... ........ ...... ................ 5
3. Caveats ..... ...... ... ............. .. .... ...... .. ..... ... .. . ......... ... ..... ...... .. ... . .... ...... .......... 6
3.1. No comparison ......... ...... ................. ...... ...... ...... ...... ............ .... ... ... ... ... .. .... ..... .. ..... 6
3.2. Data ........ . ....... ..... ... ........ ... .... ...... ...... ...... ...... .... .. .... ... ... .... .. ................. .. .... . 6
3.3. Execution .................................. .. ... ....... ...... ...... .... .. .... .... .. .. ................ ....... ...... .... 6
4. Configuration ........................... ........ ..... .. .... ...... ...... ............ .... ..... ..... ...... ...... ....... .. ...... 7
4.1 . Workbrain Configuration ... ... ...... ... ... ...... ...... ...... . ... .... ......... ...... ..... .. .... ................ 8
4.2. SAP Configuration .. ... ..... ...... ...... .. .. .. ..... ..... ..... ...... ...... .. . .... .... .. .... .. .... ........ .. ... 9
5. Test Set-Up ..... ... ... ................. .......... .... .. ..... ...... ........ ...... .... ... ... ... ... ... ... ... ... .. .............. 10
5.1. Test lab topology .. . .... .. ... ... .... . ... ...... ....... ....... . . ...... 13
6. Results (Summary) ... .... .... . ..... ..... .... .. ..... . . ....... ...... ...... ......................... 14
6.1. SAP ....... .. ... .. ............ ...... ..... ............ ...... ........... ........... .. .... .. .... ... ............... ... ..... 14
6.2. Workbrain .... .............................. .. .......... ..... ................. .. .... .. .... .. .. ......... .. ............. 15
7. SAP Certification .... .... ...... .. .............................. ........ ................................................... 16
8. Workbrain Certification Withheld ........ .. ... .. .... .. .... .. .... .. .......... .. .... .. .. .............. ............... 17
9. SAP Baseline .......................................... ...... .. .... ........ .. ........ .. ................... ... ............... 18
10. Workbrain Baseline....... ....... .... ......... .. ..... .. .... .. .... . . .... .... .......... ........ ............. 20
11 . Citrix Baseline .............. ........... ... ......... .. .... .. . ....... 24
12. End of Document........ ........ .... ......... .... ......... .. .... ...................... . ....... 24
Version : 1.0 17/12/2009
1.1. Objectives
The document describes the results, configuration, and test set-l:Jp of the online performance
and volume testing - Round 4 conducted for the Qld Health QHIC project.
Criteria Success
Workbrain solution is scalable. ../
QLD Health SAP HR to support 150 power users each with 2 SAP
Sessions
../
Workbrain to support 600 concurrent users (QLD Health user volume) ../
Measure the maximum capacity of the Workbrain system for future
expansion.
../
Measure the response time for key transactions. ../
No specific target response times have been provided except for the
Citrix presentation layer display. For this, 80% of the transaction
executions are expected to complete within 15 seconds or less for Citrix,
with none above 30 seconds maximum.
X
SAP system resource utilization at full QHEST user load to be below
80% for online transactions.
../
Workbrain system resource utilization at full QHEST load to be below
20%. Note that Workbrain's full target load is 3000 concurrent users.
QHEST will make up 20% of the total concurrent Workbrain user
population
../
1.2. Results
Round 4 testing has been completed for Workbrain on release 0.177, SAP HR was
completed in Round 3.
1.2.1. SAP HR (HER)
SAP HR performed well under load, easily handling 194 active users over a period of 8
hours. This is 1.3 times higher than the expected active user base. SAP HR for QHIC is
certified for Production Go-Live.
Version: 1.0 17/12/2009
1.2.2. Workbrain
Workbrain scaling issues from round 3 testing have been resolved in release 0.177 .
Workbrain is now scalable. Furthermore, its scalability is linear.
Workbrain hardware was sized to support 3,000 active users. It met this requirement.
Workbrain supports 150% of the predicted QHIC workload.
Workbrain will support the 600 users for QHIC.
Two defects were raised. In both cases, this was due to failing the 80
th
percentile 8 second
response time criterion . Incidentally, the 80
th
percentile 15 second response time criterion
was also not met.
Defect #2289: Processing Roster Load Forms
Defect #2338: Publish Roster in MVS.
Until these defects are resolved the Performance Assurance Group cannot certify Workbrain
for Production Go-Live.
Additional information: it should be noted that for QHIC's workload on the Workbrain
Solution, two application servers (two for redundancy) provide ample capacity
1.2.3. Workbrain Reliability
It should be noted that Workbrain seems fragile and needs more care and attention than
other systems we have tested. System performance and stability are affected from release
to release. Hopefully this will be improved over time as administrators become more familiar
with the product and the volume of development decreases. We recommend that Workbrain
releases be thoroughly tested.
1.2.4. IBM HTTP Server (IHS) vs Netscaler
Users can be load balanced to the Workbrain solution by IHS (IBM preferred software
solution) or by Netscaler (hardware network appliance). The results in this document are
from using the IHS method.
Netscaler delivered significantly better performance for Workbrain transaction times,
particularly for transactions that required a lot of information to be transferred between the
server and the user. At the time of writing, Netscaler could not deliver the Cog nos reporting
part of the solution. Given the significant performance improvement using NetScaler, we
recommend further investigation into the use of NetScaler instead oflHS.
1.2.5. Citrix
No CITRIX tests were performed in this round of testing .
Please refer to:
"QHIC P&V - Part 1- Citri x Scalability Testing - Executive Report" dated 25-Feb-2009.
Version: 1.0 17/12/2009
2. Risks
2.1. Development
At the time of writing, it appears unlikely that the final production release of Workbrain will be
performance tested due to schedule constraints. Given the observed variation in
performance between releases, we strongly recommend performance testing of the final
production release of the QHIC Workbrain solution.
Version : 1.0 17/12/2009
3. Caveats
3.1. No comparison
Since the QHIC Solution is a completely new solution there is no comparison possible with
legacy systems.
3.2. Data
3.3. Execution
Version: 1.0 17/12/2009
4. Configuration
SAP
HP SuperDome
HPUX B.11 .23 SAP ECC 5 Oracle 10.2
Workbrain IHS
Web Servers
2 x HP BL460C , each
CPUs 16Gb RAM
Windows
Server 2003 (32
bit)
Apache +
IBM Plug-In
nfa
Workbrain
Application Server
3 x HP BL685C, each
CPUs 20GB RAM
Windows
Server 2003 (32
bit)
WebSphere
6.1
Workbrain
0.177
nfa
Workbrain
Database
HP SuperDome
HPUX B.11.23 Oracle 10.2
Citrix
VMWare ESX Citrix nfa
Version : 1.0 17/12/2009
Netscaler c:haJX
.
. -
.
.
ssimsp28 ssimsp29
w jlrkbrainol w . rkbraino2

ssimsp30 ssimsp31
JVMl JVMl
,..
1M
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IQfflfi''f!jHJij
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...
JVM3
!
JVM3
...
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lilfflit'ftj.tij;'
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...
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...
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.4:
0
WebSphere.
WebSphere.
WebSphere.
WebSphere.
Database
ssisappc
ORAC E '
Version: 1.0 17/12/2009
HER900
ssisappf
ORACLE
Version: 1.0 17/12/2009
5. Test Set-Up
Health's Test network. A mixture of transactions which were identified by OLD Health to be
typical of daily activities was used for the tests.
Logon 150 600
New appointments / Create new employee 10/ hr n/a
Movements - higher duties 99 / hr n/a
Movement extension 31/ hr n/a
Date monitoring report 20 / hr n/a
Terminations 7 / hr 7/ hr
Roster Plot - RLF open, edit, save, edit, submit n/a 30/ hr
Roster Plot Process Roster Load Form n/a 30/ hr
Roster Plot - Publish RLF schedule to MVS n/a 30 I hr
MVS Staff Roster - Create Shifts in MVS n/a 250 I hr
MVS Staff Roster - Book Staff to Sh ift in MVS n/a 250 I hr
MVS - Staff Roster - View n/a 200 I hr
MVS On exception - Change Staff Roster + Publish Schedule n/a 500 I hr
MVS Off exception - Book off staff + Publish Schedule n/a 500/ hr
MVS Off exception Staff Leave Request n/a 500/ hr
Edit time sheets n/a 500/ hr
Daily Staffing Report n/a 200 / hr
Clicker n/a 600 I hr
These transactions and their throughput were provided by OLD Health during several
meetings with key personnel.
Each login was assigned a transaction according to the distribution table above.
For Workbrain: Virtual user log ins were selected from a pool of 30,000 unique Workbrain
above.
A test was considered a success if it completed with less than 1% of transactions failed , and
the 80th percentile transaction response times were no greater than 8 seconds (this does
not apply to the generation of lists/reports), and the transaction load target was met.
Version: 1.0 17/12/2009
SAP Transaction Flow
... ...
PA40 PA30
Create New Employee Create Employee Prior Service
PA40
Higher Duties
...~
PA40
Terminations
...
YHRDATE_MONITOR
Date Monitoring Report
.,.
PA30; PA40
Contract Extension
....
Version: 1.0 17/12/2009
WorkBrain Transaction Flow
w" rkbrain'
Create Unstaffed Shift
w,;1 rkbrain'
Book Off Employee
r 'SAP Processing
w.zr kbraln'
w':-rkbrai n'
Change Employee Roster

Edit Timesheet
w"rkbrain'
RLF Create Roster

Leave Request

RLF Process Roster
w", rkbraln'
RLF Publish Roster
w.;>rkbraln'
View Empl oyee Details
w\."rkbraln
Login/Logout
w.llrkbraln'
Clicker
w.-rkbrain
Daily Staffing Report
w..:' rkbraln'
Terminations
---
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-_.
Each Load Generator has 1 GB of memory and 1 Virtual CPU allocated. The Mediator has
1 GB of memory and 1 Virtual CPU allocated.
Version: 1.0 17/12/2009
6.1. SAP
Results for SAP testing:
TRest un IScenaroo I Virtual I Success IComments . Users . I
(mms)
The SAP test execution went smoothly.
The dialog processes, in day mode, were increased from 13 dialog processes to 48 dialog
processes to avoid dialog process contention.
Product1ve instances and WP distribution
Host fillal e Server Na.e Instance Proftle
OP Plod. Dla BP
I
BPA Spa Upd Up2 EnQ SUI
ss1sapp1 s.1.appCHER_D1 HER_DVEsnSSD1_SSISAPPF
Day .S 22
N1ght 25 .5
-
1

1 1 11
1

1 1 11
SAP Kernel parameter changes :
Parameter Old Value New Value
ztt a/rol l extension 4000000000 8000000000
abap/heap area total 4000000 0 00 8000000000
em/initial size MB 4048 18288
rdisp/wp no bt c 3 22
rdisp/wp no dia 18 48
The QHIC SAP system more than adequately supported a 150% workload for a period of 8
hours. During this time, the overall CPU averaged around 10% which is well within the
guidelines of the success criteria.
Details of run 4 can be found in section 9.
Version: 1.0 17/12/2009
6.2. Workbrain
Wor1<brain 100% workload
Workbrain will handle the 600 users for QHIC, and the solution performed well under the 150% workload for a period of 8 hours.
Details of successful run 10, including transaction timing, can be found in section 10.
Version: 1.0 17/12/2009
Performance Assurance Team certifies the
QHIC SAP Environment:
SAP ECC 5 with Oracle 10.2 on
7xdua/-core HP-UX 11.23, 46GB RAM
194 Concurrent Users'
"
Date: 10.12.2009
Version: 1.0 17/12/2009
8. Workbrain Certification Withheld
Pe7forma1lce Asslirance Team certifies tile
: HIC Workbrai/l En hel
Ce
Dcrte:
Workbrain has not passed performance certification due to the following defects:
Defect #2289: Processing Roster Load Forms
Defect #2338 : Publish Roster in MVS.
Once these two defects in release 0.177 are resolved, Workbrain can be certified by the
performance team for Go-Live.
Version: 1.0 17/12/2009
9. SAP Baseline
Run Details
Transactions Mixed
Users 194
Think time 30sec
Duration 8 hours
Started Mon, 5 Oct 2009 @ 13:20
Result Successful
Step pfO~ I' I e
Step Count Avg 80%
Logon 12135 0.249 0.253
Open 2"" session 12129 0.286 0.283
PA40 - Create Employee Save (Info type 0001) 160 4051 4.094
PA40 - Create Temp Employee Save 151 6.143 6.219
Execute Date Monitoring report 3631 0.159 0.102
Higher Duties - Save Info Type 0509 1458 1.176 1.189
Contract Extension - Save Info Type 0001 615 0.794 0.814
PA40 - Terminate Employee Save 76 3. 120 3.152
Comments
An average 10% load on the system.
Machine is performing very well.
Version: 1.0 17/12/2009
..
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Version: 1.0 17/12/2009
Run Details
Transactions Mixed
Users 930
Duration 9 hours
Started Wed, 9 Dec @ 11 :05am
Result Successful
Profile
Step Count Avg 80%
Comments
Workbrain handles the 150% workload well with an average CPU load of just below 20%
CPU, which passes the test criterion.
Two defects are preventing Workbrain certification:
o Processing Roster Load Forms; Once a Roster has been submitted for processing
the processing is done in sequential mode and the application does not clean up the
cache whereby each additional roster to be processed consumes more time for
processing since the recalculation is done over and over again for each team
remaining in cache. This is defect #2289.
o Publish Roster in MVS; .Response time exceeds even the CITRIX 15 seconds 80
percentile response time. This is defect #2338.
Once these two defects are resolved Workbrain can be certified.
Version: 1.0 17/12/2009

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Version: 1.0 17/12/2009
11. Citrix Baseline
"QHIC P&V - Part I - Citrix Scalability Testing - Executive Report" dated 25-Feb-2009.
12. - End of Document
Version: 1.0 17/12/2009
--
Queensland
Government
Public Worlcs
FiHR Program
QHIC
Payroll Performance Verifi cat ion - Completion Report
Document Status: Final
Version: 2.0
Version Date: 16/1212009
Prepared by CorpTech
The material within this document has been developed solely for the internal business purposes of CorpTech on behalf Of the
Government of Queensland. The malerial shall be kept confidential and shall nol be disclosed or made available directly or
indirectly to other parties.
e The State of Queensland (Department of Public Works) 2008
Version: 2.0 Payroll Processing
Version Date: 16/04J2010 QHIC
Management
Version Action Name Position Signature Date
1.0 Submitted by Nickolas
Kwiatkowski
IT Architect 27/07/2009
1.0 Accepted by Brian Cox HRAM 10/08/2009
2.0 Accepted by Brian Cox HRAM 16/12/2009
Revision History
Versio
n
Date Additionsl Amendments Author
0 .01 07/07/2009 Initial Draft Nickolas Kwiatkowski
0.02 10/07/2009 Updated from PPV Completion Nickolas. Kwiatkowski
0.03 11/07/2009 Updated to include clean run of Interim Nickolas Kwiatkowski
0 .04 13/07/2009 Updated for release to lead reviewer Nickolas Kwiatkowski
0.05 23/07/2009 Update for Final Acceptance Nickolas Kwiatkowski
1.00 10/08/2009 Final Version Nickolas Kwiatkowski
1.01 30/10/2009 Updated for PPV4 Regression Nickolas Kwiatkowski
1.2 5/11/2009 Update to executive summary Nickolas Kwiatkowski
1.3 19/11/2009 Update from acceptance review Nickolas Kwiatkowski
1.4 26/11/2009 Updates for final acceptance Nickolas Kwiatkowski
1.5 14/12/2009 Minor updates Nickolas Kwiatkowski
2.0 16/12/2009 Final Version Nickolas Kwiatkowski
Distribution List for Current Version
Name Title
John Gower QHIC Project Manager IBM
Printed: 10:06 AM 161()4/2010 Page i
QHIC PPV Test Completion Report_v2.0
Version Date: 16104/2010 OHIC
About this Document
Document Purpose
The purpose of this document is to document the results of the Payroll
Performance Verification Testing conducted on the QHIC solution.
Exclusions:
No specific exclusions.
Intended Audience
The intended audience of this document is the:
Pay Bureau - Those staff responsible for initiating and monitoring the
batch jobs
QHSSP- Those staff involved in the payroll process
QHEST
QHIC Project team members involved in the development, testing
and implementation of the payroll process
Related Documents
Title Version Issue Date
QHIC Payroll Performance Criteria 1.0 31/03/09
OHIC Payroll Performance Verification Plan 1.0 31/08/09
QHIC Solution Blueorint 1.4 25/09/09
PDR2.3.1
QHIC Solution Automation 1.8 13/11/09
Queensland Health Rostering, Time and Attendance and
HR/Payroll Solution - Data Protection Approac.b.
1.0 08/12/09
Contributors
The following areas/staff were consulted during development of this document.
Area Name, Role
QHIC Mark Oymock, IBM Test Manager
QHIC Ian Cook, SAP Australia - CPS
QHIC Nelson Hancock, SAP Scheduling
QHIC Scott Euston, WorkBrain Scheduling
QHIC Ryan Bennett, WorkBrain
Printed' 10:06 AM 16104/2010 Page ii
QHIC PPVTes! Completion Report_"2.0
Version Date: 16/0412010 QHIC
Table of Contents
1 Executive Summary ..... .. .................................................................................. 4
2 Test Results ........ ............................................................................... ................ 5
2,1 Test Result details / PPV Balanced Scorecard, ..", .,,"'" """"""""", .""",,5
2.1.1 Balanced Scorecard """"""""""" """ """""""",.,,'" """"" _ ,,, ",,5
2.1.2 Payroll Periods (PP) processed " . " . . . "",, .... "." 7
2,2 Risks and mitigations ", " ,,8
2,3
Exit criteria """"'''''"
"",,8
2.4 Exclusions from testing """""""""".. """.,.,,' ",.9
2,5 Defects ". ........ " ........ " ........ 9
3 Detailed Test Results..... ....................................... , .. , ...... ........ , ................ .... . 10
3,1 Interim Payrun Test.. ", """""" "" ""'"'' """".".,,,," "" " 10
3,2 Interim w/Leave Balance Payrun Test ""... _.... ........ .. .. 13
3.3 Final Monday Payrun Test.. .. , """""""" ".""""... ".".... "".. , ........ , 15
3.4 Adhoc Payruns .. , " .. " ........ " .. """""""""""' '',.,'''''''',........ ,, ..... .. .......... ......... . 16
3.5 FAMMIS FI/CO Posting (Standard) .................. .... ............. .......... .............. ", 16
3.6 On-line and Off-line backups ...... , ......................................... , .............. ........ , 18
4 Recommendations ........ ... " .......................................... ............ ..................... . 19
4.1 Runtime Analysis of Key Transactions"" "".""" .. """,,.'" """.. "" ,, 19
4,1.1 Payroll Reconciliation Report """."""".. ,, 19
4,1.2 Exception Report ' . ."" ....... ..................... ...... 20
4.2
Dynamic Job Splitter""" """,,,,,
..... "............. . . ...... " ....... 20
4.3 Workbrain on-line backup .... 20
4.4 Data retention periods, "" ""'" "",20
5,1 Defects. .. .... ,,'"'''''''' """""""",, ,,""," ."""""",21
7,1 Current system Sizing and Considerations, "",,25
5 Appendix A - Outstanding Defects .......... .................................................. 21
6 Appendix B - High Level Data Decomposition....... .................................. 23
7 Appendix C - Environment Configuration and Sizing ............... ..... ........ 25
7,2 HER Database Stats""", .. """""""""" ..... .. " ........... 27
7,3
CWPP Database Stats "". " ... "",,.,,"""""'" ........... 29
7.4 Solution Architectural Considerations "" .... " .. " 32
7.4,1 Factors that infl uence capacity: ""'" "".32
8 Appendix D - Correlation of PPV Data to Production ............ ...... ..... ..... 34
9 Appendix E - Translating test results from PPV to Production ........... 35
10 Appendix F - Timing consideration for Production .. .......... .................... 36
Printed: 10:06 AM 16/04/2010 Page iii
1
Version Date: 16104/2010 OHIC
Executive Summary
The aim of Payroll Performance Verification Test 3 was to perform a regression
test of the solution since the Test 2 conducted in November / December 2008.
Additionally the objective was to determine the performance impact of
conducting large scale EB changes on to the environment. This required six
months of historical data to test against and hence also a validation of the
capacity planning requirements for the solution.
Production environment grade configuration .changes were made during the
course of iteration of the Payroll Performance Validation (PPV) phases to ensure
the accuracy of the testing process. These configuration changes, which include
changes to .sAP Basis configuration (Work Process), can be viewed within the
section Appendix E - T@nslating test results from PPV to Production section. The
production like historical data changes have caused response times to be
marginally greater on average since Phase 2 test ex ecution for all transactions.
Tests were performed in the 90% sized PPV environment with no stubbed Legacy
systems (integration to COP) . Note that care must be taken when attempting to
translate results from this environment to the larger Production environment . A
discussion of this may be found in the Enyl ronment Configuration and Sizing
section of this document.
A series oftests were run as a standard payroll fortnight and an EBA change
payroll fortnight. The QHIC solution met throughput targets at all volumes for the
standard Payroll processing; demonstrating the expected system performance
eight to twelve months post Go-live. At EBA load the solution did' not meet all
throughput targets in the current PPV environment. Specific scenario options for
managing EBA or other special events are captured in the Solution Automation
documentation (see Related Documents).
All tests were conducted as a blackbox test with the level of logging as provided
by the applications themselves, on top of the Iow level sar data from the uni x
hosts. The performance characteristics of the solution will be different from those
reported if a higher level of logging was used .
There are no known environmental performance-related defects, the environment
and infrastructure performed well, with all' available resources being used
effectively. Further performance improvements were planned and validated
during the PPV 4 cycle. For a summary of PPV-related risks, please see the ~
& Mitigations section.
This document has been updated with the successful results from PPV Cycle 4,
which concluded;
No demonstrated degradingo of performance as UAT has progressed. '
Processing times reduced with increased load see Payroll periods (PP)
orocessed,
Validation of the QH Error Handling end to end payroll cycle, inclusive of the
changes made for Pay Sunday (12 noon start) and Pay Monday.
The Test Results section has been updated with the results of the testing.
Printed: 10:06 AM . 16/0412010 Page 4
OHIC PPV Test Completion Report_v2.0
Version Dale: 16/04/2010 QHIC
2 Test Results
This section outlines the Payroll Performance Verification Test results. All open QHIC Solution defects are identified in
Appendix A - Oytstandi ng Defects. QHIC PPV Test cases and defects are stored in Oyallty Center.
2.1 Test Result details / PPV Balanced Scorecard
This section contains the detailed summaries of the indivi dual PPV tests. Note that system sizing and details on the tested
configuration are included in the section Appendix C - Envi ronment Cooflguratlon and Sizing.
2.1.1 Balanced Scorecard
Si xteen periods of historical time and attendance for 83324 employees. PPV4 was executed with increased load, 50% higher
than PPV3 and 100% larger than PPV2. See payroll Peri ods (PPl processed for speCific details. For comparison, the standard
payroll, the following data was processed.
PPV4: 152,920 Pay Periods processed
Workbrain and SAP runtime
and SAP runtime
Wori<brain and SAP runti me
Performance
Criteria
Performance
Criteria
Target PPV2
"'ndow Results
12 hours 7h 18m
20 hours 10h 03m
10 hours
.
6h 29m
N/A N/A
15 hours N/A
15 hours
20 hours
PPV3 PPV4
Results R,
ah 43m 9h 12m
17h 34m 13h OOm
8h 46m 3h 19m Bracketed times is when
(2h SSm) the EFT and Paysl lp files
have been
12m N/A
64h 10m N/A
20h 29m lSh 43m Executed
32h 37m 23h 42m I
Printed: 10:06 AM - 1610412010 Page 5
Version Date: 16/04/2010 QHIC
Test Area Test Detail Measurement Target
I'InII Wor kbrai n and SAP runtime
500 Employee EFT Creation
;. .....;:

FAMMIS runti me Nil

'4'1
":. ..
.-
.-
FAMMIS runtime
u;;:
oJ
Oally SAP Master Data Extracts Job
Chain
SAP f we Pre 100 - Cost Object Department,
Nil
te tasks 101 - Cost Object Docket,
102 - Team Sb"ucture,
103 - JOb Groups,
104 - Employee
301 - Return From Leave Without pay
6 Week Noti ce
302 - Retum From l eave Without Pay
Current Fortnloht
Capacl""
303 - Update l ong Service leave
Worlcbraln
ElioibHi tv
Pl8nnlng
Internal Jobs
Nil
In'ormatlon
305 - Holiday Ca lendar Assignment
(New Er;;PIOyeeS and l ocati on
Changes
306 - Recalculate
307 to 314 - Start of Day Task
CtTEC runtime 'or execution on HER Nil
On-lIne and Off
line backups
CtTEC runtime for execution on CWPP
Sh.keout l1mlng Workbrain and SAP runtime Nil
Target PPV2
Window Results
13 hours
,
NfA NfA
NfA NfA
NfA
NfA
NfA
NfA NfA
Nf A Nf A
N/A N/ A
PPV3 PPV4
Results Results Comments
27h 16m 12h 10m eracketed times is when
(9h 32m) the EFT and Payslip fi les
have been generated
15m Nf A
13m
Nf A
17m
Nf A
33m Nf A
Simulated using all SDK
emolovees
Simulated using all SDK
lh Olm Nf A
employees
43m
Nf A
Metrics gathering
22m
Nf A
gathering
21m
Nf A
Metri cs gathering
1m Metrics gatheling
Nf A
NfA NfA Metri cs gathering
6h 34m Nf A Metrics gathering
onllne 2h Metrics gathering
N/ A
off' ine 5h
onllne Sh
off-li ne 5h
N/ A
Metrics gathering
NfA Metrics gathering
h :10/ 13 hour window for Final Payrun includes human / manual tasks. The manual tasks are expected to be approx V2 hour between job
chains 4 to 5 and job chains 5 to 6.
Pnnted: 10:06AM - 1610412010 Page 6
2.1.2 Payroll Periods (PP) processed
Payroll periods processed is the key driving variant that reflects the overall load on the solution. Below is the summary of the
Payroll Periods (PP) processed during the PPV4 pay cycles tested. This is using the assumption of 40% retrospective
adjustments into the prior payroll periods ( Appendix B - High Leyel Data Decomposition ) in addition to the EBA changes.
Total Actual
PP within
current 40% EBA Retro EBA Retro I
Payroll
Periods
Periods
Processed
Period Corrections Emps Perioc
80,000 32,000 13,500 employees by
3 PaYroll Periods
40,500 152,500 152,920
80,000 32,000 21,000 employees by
13 Payroll Periods
273,000 385,000 387,300
80,000 32,000 35,900 employees by 574,400 686,400
I I
687,614
16 Payroll Periods
from PPV4 showi
EBA (21K EBA (36K Target Std
n
9h 12m 1Sh 43m 25h 53m
13h OOm 23h 42m 29h 51m
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QHIC PPVTest Completion Report_v2.0
Version Date: 16/04/2010 OHIC
2.2 Risks and mitigations
Risks identified during the Payroll Performance Verification Test Phase, together with
suggested mitigation actions, are:
No
Risks
(descending impact)
Mitigation
1
QHIC Volumetrics may be
inaccurate.

A safety margin has been created by testing at
110% of Peak EBA' 17613 instead of 13 724
2
3

Not all operations were tested .

Operations not tested due to low risk and low
volume.

See Exclusions From Testlno

P?V infrastructure is different
from Production

In addition to different sizing In SAP, the only
major missing component was the CPS setup.
This was not able to be provisioned in the PPV
infrastructure environment. Some minor
response time consideration should be added
when looking at specific response times,
however no Lmpact to the overall end-to-end
response time calculations determined .
2.3 Exit criteria
The following exit criteria state the requirements to be met in order to achieve
completion of the PPV Phase 3 Test cycle.
The exit criteria for PPV Phase 3 Test are:
- All planned tests executed
End date for PPV Phase 3 Test reached
- TSR created
- No outstanding Severity 1 or 2 defects
Overall testing results are documented in this Test Summary Report and will be
submitted for approval to exit this test phase.
The exit criteria for PPV Phase 4 Test are:
- All planned tests executed
End date for PPV Phase 4 Test reached
- TSR updated
- No outstanding Severity 1 or 2 defects
Any outstanding defects will be managed as part of the projects ongoi ng defect
management process.
Printed: 10:06 AM 16104/ 2010 Page a
No Item Reason
1

Some operations (most
notably non-FAMMIS
external interfaces) were
not included in the
workload mix used for PPV.

Environment and data preparation
acti vities prevented those test system
to be included in this phase of testing .
Coverage testing scope is focus upon

the payrun and core solution
components.
Version 2.0 Payroll Processing
Version Date: 16/04/ 2010 QHIC
2.4 Exclusions from testing
Items that were planned but then excluded from the PPV Phase 3 and 4 test cycles
were :
",,,,,,,,,,,,,"',
2.5 Defects
All defects rai sed during the Performance Test Phase have been recorded in Quality
Centre in the following repository:
Quality Centre Name

Domain

P42

Proiect OH UAT
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OHI C PPV Test Completion ReporCv2.0
Version Dale: 16/04/2010 aHIC
3 Detailed Test Results
This section outlines the Detailed Payroll Performance Verification Test results. A number of the transactions are executed in
parallel to reduce the overall elapsed runtime, and that is shown via the 'Pred' predecessor column.
3.1 Interim Payrun Test
This section contains the detailed summaries of the individual PPV tests. Nate that system sizing and details on the tested
configuration are included in the Appendix C - Enyl ronment Configuration and Sizing.
6 . 5
I 8. I 7
10. I 9
Post Time Data into SAP to capture any l ock of AttjAbs data to create a
Load Payslip Messages #N/A 3:04 #N/A 3:06 #N/A 2:37 I Only run during Final Interim
Printed: 10:06 AM -1610412010 Page 10
QHIC PPV Test Completion ReporCv2.0
Payroll Processing
Report (Multiple Variants can be run in
31. Check If Final Pay Is Active
34. 33 Exception Payment Summary Report (via the Job 0 , 20 9 : 12 0 , 20 18:43 0:20 25 : 53 I Run as 40 splits
35. 34 #N/A 9:12 #N/A 18:43 #N/A 25:53 I Only run during Final Interi m
Printed: 10:06 AM 1510412010 Page 11
QHIC PPVTest Completion ReporCv2.0
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3.2 Interim w/Leave Balance Payrun Test
This section contains the detai led summaries of the individual PPV tests. Note that system sizing and details on the tested
configuration are included in the document appendix.
Rerun of Att/Abs data to create a
Balance Files have arri ved from
Printed: 10:06 AM -1 6104/2010 Page 13
QHIC PPVTes! Completion Report_v2.0
Version: 2.0
34. 33
35. 34
Exceptions Report (Multiple Variants can be run in
Exception Payment Summary Report (via the Job
Raise an email Alert if step is called from step
ZQH_A_INTERIM_PAYRUN_CHECK_LEAVE_ BALAN
0:00 12:40
0:20 13:00
0:00 13:00
Total 13:00
0:00 23:22
0:20 23:42
0:00 23:42
Total 23:42
0:00 29:31
0:20 29:51
0:00 29:51
Total 29:51
RUn as 10 splits, can be run higher,
and recommended only during large
Run as 40 splits
Only run during Final Interim
Printed: 10:06 AM -16/04/2010 Page 14
3.3 Final Monday Payrun Test
Thi s section contains the detailed summaries of the indivi dual PPV tests. Note that system sizing and details on the tested
configuration are incl uded in the document aopendlx.
3.4 Adhoc Payruns
The key timing for Adhoc Payruns, regardless of the volume, is the handling time by the Payroll Bureau to collect the spooled
EFT results before on forwarding to the bank. The entries are made during the course of the business day, as QHSSP staff
perform their actions and create InfoType 0011 records for the adhoc payments. It takes 32mins of handling time to process
and create for a single employee, with the key timing show below;
CA_QH_AOHOC_P2 0:15:11
3.S FAMMIS FI/CO Posting (Standard)
Posting documents have been provided for posting into COP (FAMMIS) for metric gathering of the load into FAMMIS. The first
two rows are SAP Pay Period Pl2: Standard payroll run for the SDK employees. SAP Pay Period Pl3: Application of EBA
during the payrun. So Period Pl2 is indicative of steady state fortnightly postings, with Pl3 indicative of yearly EBA
application.
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QH1C PPV Test Completion Report_v2.0
Version Date: 16/04/2010 QHIC
ECC
Program RPCIPPOO #
FAMMIS
#
PPOIX Release Posting ECC Program - FAMMIS Idoc
Period
P12
# Runs
1 Run
Run
393
Retro
None
Volume
322k
Document
837s 114minutes)
Idocs
73
RBDAPPOl
486s
18 minutes)
782s
Idocs
73
Errors
1
BKPF
93
BSEG
21 500
P12 9 Runs
394
402 None
17k
3.5Million 1299s 122 minutes)
413
(486)
(13
minutes)
1021s
413
(486) 4 454 51621
10 413 Emp 6 15 489 (17 489
P13 Runs 422 Months Million 2178s (36minutes) (975) minutes) (975) 4
9
550
1,097
72 941
146062
The BKPF records are the summary header for the posting, and BSEG the specific line items associated. The results below
show the roll-up of data that occurs as it is load into FAMMIS, with the 3.6 million records from the standard run, creating
approx 454 header records and 51,621 line items.
For PPV4 Regression, an increased volume of retrospective changes was applied, the following is the number of PPOIX
ds oenerated f rom t he chanoe. and the calculated extract
_._-_.
. ..... ..... ..... . -
e - t
_...
I
i
..... I
' ....ID 1...
3.8 Million 730MB 730MB 10 Runs 393 - 402 40 standard
21k empl, 7
em.
,:1>13 413 - 422 40 15.5 Million 10 Runs 2.98GB months
56.5 Million 33k em pi
ft7. (3 runs of Zero) 837 - 866 31 10.8GB
- . '.T _ ,. 30 Runs 7months
-
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QH1C PPV Test Completion Report_v2.0
Version Date: 16/04/201 0 QHIC
3.6 On-line and Off-line backups
Timings were taken for the on-line and off-line backups diuring the course of the testing
to determine the end state production timings required for the solution and to validate
the window for the Solution Automation.
Backup function I Timin!l I Avera!le execution
HER
online I Sun to Fri
I
2:00:00
offline I Sat/Sun
I
5:00:00
CWPP
online I Sun to Fri
I
7:00:00
offline I Sat/Sun
I
5:00:00
The key indication from this data is that the performance of the on-line backup for
Workbraln (CWPP) is poor and would warrant attention. It has been confirmed that this
will be addressed by the proposed back-up solution, with the data protection solution
(back-up and restoration) targeting a two hour ,restoration timeframe utilising an on
line cloning disk array approach.
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QHIC PPVTesl Completion Report_v2.0
4 Recommendations
4.1 Runtime Analysis of Key Transactions
There are a number of key transactions that were time consuming in their own right , or
effected by the application of EBA processing. The bulk of the system time taken when
processing an EBA change is consumed during the generation of the following reports;
Payroll reconciliation Report
Exception Report
Deduction Disbursement
Process Data Total Comment
Payroll Reconciliation
Report
Runtime (EBA) - PPV4R

... rne ....
Runtime (Std)
7:05:00
4:20:00
3:41 :00
0:48:00
Run once now on Pay Monday in
Chain 4
Exception Report
..:::.. ...
Runtime (EBA) - PPV4
_Fl..ur\tirne{E:.ElI\J.:::..
Runtime (Std)
7:45:00
1:49:00
1:25:00
0:13:00
Only run during Interims, manually
as required for Pay Monday
Deduction
Disbursement
.. ...
.. {E:.ElI\L.. ...
.. ...
Runtime (Std)
4:44:00
2:23:00
1:36:00
0:20:00
Run once in Chain 6: Post EFT and
Payslips generation. so reduced
impact
4.1.1 Payroll Reconciliation Report
The Reconciliation Report can't be run via the job splitter as it will not show a complete
reconciliation report while it is not run for all employees (as a single job) this is
because:
The QSuper reconciliation page reads all the data in the file .. not just for selected
employees
The EFT reconciliation page reads all the data in the EFT files" not just for the
sel ected em pi oyees
The FICO posting runs contain summary data by Cost Centre .. not just for the
selected employees.
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Version Dale.. 16104/2010 OHIC
4.1.2 Exception Report
The Exception Report is current run using five variants, CA_ADMIN, CA_NURSES,
CA_DOCTORS, CA_OPERATIONS, CA_EXECLJTIVES. The CA_NURSES can be split down
further, which will half the overall runtime. Since this is current split on business lines,
would need a determination on what would be relevant, before an additional CPS job
could be created to run a new variant in parallel with the existing ones. The PPV4
Regression timing is worst case, as all Nurses were selected for that test cycle.
However, this woulcl overall add approx 1.5 hours of error handling / manual processing
time to the Monday Pay run (for the EBA case). This is an option available to the
business to break the CA_NURSES and CA_ADMIN into smaller employee sub
groupings.
4.2 Dynamic Job Splitter
An optimisation that is in progress of being developed/deployed for the DoH solution is
dynamic job splitter. There were clear benefits to introduce a tool like that solution into
QHIC, as it can be shown with the spread that split job took to complete during PPV3,
due to imbalance of the workload allocated to each of the splits. This was implemented
and successfully tested during PPV4.
4.3 Workbrain on-line backup
Indicated from the on-line backup metric data gathered, that the performance of the
on-line backup for Workbrain (CWPP) is poor and would warrant attention. While the
CWPP database does have a higher volume of data, it isn't an order of magnitude larger
that the HER instance, which takes under 2 hours to complete. The current six to eight
hour runtime reduces the available batch processing windows for Workbrain, specifically
for the start of day tasks. - This has been incorporated into the back-up requirements
for the QHIC solution, with the recommendation of online back-ups with 'clone'
(ShadowImage) method to be use, as it is non-disruptive to the see Related
Documents.
4.4 Data retention periods
Currently for the QHIC solution there is no defined Data retention or archival strategy in
place. The experience with the PPV Test Execution shows the growth and volume of
data that will be within the solution post go-live. Careful conSideration needs to be
applied from the business as the required on-line retention period for data. This will
have a capacity impact (disk), but where the growth will be the largest (Workbrain), it
will have performance impact overtime (3 to 5 years).
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QHIC PPV Test Completlon Report_v2.0
Pages 264 through 265 redacted for the following reasons:
- - - - - - - - - - - - - - - - - - - - - - - - - - - -
s37 access deferred
6
Version: 2,0 Payroll Processing
Version Date: 16/04/2010 -QHIC
Appendix B High Level Data Decomposition
The following is an excerpt from 2008 payroll data extract; showing for the payruns that didn't have EB retrospective
changes, but with retrospective changes (timesheets, etc).
ll-Feb-2008
24-Mar-2008
21-APr-2008
5-May-2008
19-May-2008
16-Jun-2008
ll-Auo-2008
26-Jan-2009
P"rrod
Total Total I Total
Employees Retro
Total
Payroll
Periods
Standard
Retros as
percentage
Periods
Periods
retro'd
including
Employe..
effected by
Standard
Retro...
1MEAN 687071 9267 1 37742] 98398 1 43
0
'0 1 4 1 14% 1
This doesn't correlate with the time and attendance data from PPRT, as it showed only a 20% change in the time and
attendance data for the prior periods. Since PPV was conducted using the PPRT hence the following volumes were applied for
PPV. Decision from the acceptance of PPV3 Report that a standard retros value of 40% would be used for PPV4 Regression
Test Cycle.
Pl1nLed: 10:06AM-1610412010 Page 23
Version: 2.0
Payroll Periods Processed in the Current
Payroll Period
Attendances
e File
Standard Volumes EB Volumes
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Version Date: 1610412010 QHIC
7 Appendix C Environment Configuration and Sizing
PPV and S&V Testing occur concurrently with each sharing the infrastructure. The effect for this was that total number of
employee records within the environments was 110,000. This has been factor into the considerations below, and should be
used when reviewing the actual database statistics gathered.
7.1 Current system Sizing and Considerations
Capacity Traffic Light SAP ECC 5.0 Server
2010 2011 Comment / Actions
Production Sizing
Current Servers
(Go-live)

,(+12 months)
SAP GLA will review the Quick Sizer 17,400 SAPs
Quick Sizer
develoDed for CR-00170
CR-00170 Completed

8 x 1.6GHz Montecito
SAP GLA scheduled
CPU
CR-00170 Completed

96 GB per node
SAP GLA scheduled
Memory
0
SAP GLA scheduled, Green for Go-Live
space
500GB per node
Usable disk
Status of Amber as there is no defined
archival strategy in place to determine end
state size.
2010 2011
(Go-live) ,,+12 months)

CaDacitv Traffic Liaht SAP XI Server
Comment / Actions
Production Sizing
Servers Current
7 x 1.6GHz Montecito SAP XI GL completed and included into CR
00170
CPU
SAP XI GL completed and included into CR
00170
84 GB per node
Memory
Printed: 10:06 AM -16/04/2010 Page 25
QHIC PPV Test Completion Report_V2.0
-
Servers Workbrain Servers
Current Production
Sizing
DBMS+ CPU
6 x 1.6GHz Montecito
Memory
96 GB per node (shar ed
across ssi06)
Disk
500 Gb
space
Application CPU
4 x 3.0 GHz Dual Core
Servers x 3
Memory
20 GB per node
Disk
10 Gb
space
Report CPU
4 x 3.0 GHz Dual Core
Servers x 2
Memory
20 GB per node
Disk
10 Gb
space
Capacity Traffic Light
2010 2011
(Go-live) (+12 months)

0

Comment / Actions
Workbraln Scalability Assessment
Completed
Infor Assessment scheduled
PPV Testing completed
PPV has shown initial capacity to
be incorrect. The required Golive
capacity should be 500Gb and
the production environment will
be commissioned with that
amount.
No defined archi val strategy in .
nlace to determine end state size.
Workbrain Scalabili ty Assessment
Completed
Workbrain Scalability Assessment
Completed
Printed: 10:06 AM - 16/0412010 Page 26
Web
Servers x 2
CPU
4 x 3.0 GHZ Dual Core Workbrain Scalability Assessment
Completed
Memory
20 GB per node
I
Disk
space
10 Gb
Batch
Servers x 2
CPU
4 x 3.0 GHz Dual Core Workbrain Scalability Assessment
Completed
PPV Testi ng completed
I
Memory
20 GB per node
-
Disk
space_
10 Gb

7.2 HER Database Stats
At the end of PPV the HER database SAP had the following table spaces sizes:
Tablespace
PSAPECC
PSAPECC640
PSAPECCUSR
PSAPECCTMP
PSAPECCUNDO
SYSAU X
SYSTEM
. ~ - ,
Total
Size (MB)
256892
28 000
2 000
899
12, 000
1000
1400
302191
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...lILO;;:: V I 011 1.01.IIO;;::j IIIUO;:;AO;:;':> O;:;UI.<;;;I 1.111;;111 .&. ..........
Segment Name Segment Type Tablespace Size eMB)
!USE!BL RELINK TABLE PSAPECC 35682
PCL2 TABLE PSAPECC 31 063
PPOl X TABLE PSAPECC 22493
INDEX PSAPECC 14929
INDEX PSAPECC 10851
INDEX PSAPECC 9639
PA2002 TABLE PSAPECC 8737
ASSOB TABLE PSAPECC 5888
TST03 TABLE PSAPECC 3981
PCL4 TABLE PSAPECC 3391
INDEX PSAPECC 3265
SYS LOBOOOOI01139COOOI3$$ LOBSEGMENT PSAPECC640 3136
INDEX PSAPECC 2880
EDI40 TABLE PSAPECC 2752
APQD TABLE PSAPECC 2686
j USEj BL INDEX PSAPECC 2565
BALDAT TABLE PSAPECC 2539
ASSHR TABLE P5APECC 2432
EDlDS TABLE PSAPECC 2326
INDEX PSAPECC 2052
INDEX PSAPECC 1606
ASSOB-O INDEX PSAPECC 1605
SNAP TABLE PSAPECC 1 543
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Version Date: 1e/04/2010 OHIC
-
Size,{MB) Segment Type :rablespace , Segment Name
PSAPECC640 TABLE 1473 REPOSRC
PSAPECC640 LOBSEGMENT 1408 SYS LOBOOOOO05898COO034$$
PSAPECC INDEX 1344
TABLE PSAPECC 1224 E071K
LOBSEGMENT PSAPECC640 SYS LOBOOO0101139COO014$$ 1 216
PSAPECC TABLE 1216 AGR 1251
INDEX PSAPECC 1154
PSAPECC TABLE 1, 088 BSIS
For capacity planning, the main focus will be the tables effected by the time and pay calc, those being;
PA_CAlC: PPOPX, PPOIX, PCAlC and PCl2
PA_TlME: PCl2
The data exchange from Workbrain to SAP provides an aggregation of the attendance, absence and leave balance data. SAP
capacity requirements will be less in comparison with Workbraln, from the fact that the raw attendance, absence and leave
balance increment data is held within Workbrain as the source of true.
7.3 CWPP Database Stats
.... .... - - ................... - _.... .......... --,,-- ... -- ._ .. _..... . _.. - . --_. - _._-- --_.- - ."-,, """. _" . _.. - _. . -_.. _..
Tablespace Name Nbr:.Rows Len Last ,Analysed Table Name.
WB EMP DATA01 203874910 10-Jul-09 EMPLOYEE BALANCE LOG 163
154 297 640 WB WORK DATA02 9-Jul-09 WORK DETAIL 107
WB EMP DATA01 98 674 515 EMPLOYEE SCHED DTL 97 9-Jul-09
WB EMP DATA01 67 293 050 9-Jul-09 EMP SCHD DTL LAYER 99
WB EMP DATA01 59318 520 10-Jul-09 EMPLOYEE SCHEDULE 132
WB_WORK_DATA01 56, 544,712 WORK_SUMMARY 1560 10-Jul-09
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Version Dale: 16/04/2010 OHIC
OVERRIDE WB WORKBRAIN DATA01 10,764439 202 10-Jul-09
WBINT EXPORT WB WORKBRAIN DATA01 5 781 289 100 10-Jul-09
EMPLOYEE BAlANCE WB EMP DATA01 4,487,079 21 10-Jul-09
OLD EMP BAL LOG PROCESSED USERS 2 140 360 30 10-Jul-09
QLD EMP BAL LOG ADJUST USERS 1 753 947 55 10-Jul-09
AUDIT_LOG WB_WORKBRA1N_DATA01 940,855 3755 10-Jul-09
f .."' ......................................... "'" ... , ............ ' .. , I .... ''''''
Tablespace Size (MB)
WB EMP DATAOl 297746
WB WORK DATA01 112 193
WB WORK DATA02 2'2549
WB WORKBRAIN DATA01 13341
WB EMP lNDXOl 57071
Various smaller tablespaces 70527
573,427
~ I z e or all taDies I Inaexes greater man 1 GO nIgnllQmea are me major taOles rrom lnror slZIn guidance;
Segment Name Segment Type
EMPLOYEE BALANCE LOG TABLE
WORK SUMMARY TABLE
WORK DETAI L TABLE
lDX EBAL LG EDBD INDEX
EMPLOYEE SCHED DTL TABLE
EMPLOYE_E SCHEDULE TABLE
Tablespace
WB EMP DATAOl
WB WORK DATAOl
WB WORK DATA02
WB EMP lNDXOl
WB EMP DATAOl
WB_EMP_ DATA01
Size (MB)
265551
112 190
22,549
14611
13 115
9,662
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QHIC PPV Test Completion ReporCv2.0
Version Date: 16/04/201 0 OHIC
Size (MBl SeQment Tvpe "Tablespace ~ Segment Name
WB EMP DATAOl TABLE 9 141 EMP SCHD DTL LAYER
WB WORKBRAIN DATA01 6973 TABLE AUDIT LOG
WB EMP INDX01 5627 IDlLEBAL LG WKS ID INDEX
INDEX WB EMP INDXOl 5114 PK EMP BAL LOG
WB WORK INDX02 4736 INDEX IDX WORK DETAIL
WB WORK INDX02 4288 INDEX IDX WRKD WBTID
INDEX WB EMP INDXOl 3907 IDX EMPSKDTL WBTDT
WB WORKBRAIN INDX01 INDEX 3652 lOX ESCHDL EMPETTS
WB EMP INDX01 INDEX 3512 lOX ESCHD STRTDTEMP
WB EMP INDX01 3418 INDEX IDX_EMPSKO ACT TM
WB WORK INDX02 PK WORK DETAIL INDEX 3392
INDEX WB WORK INDXOl 3264 IDX WRKS EMPWDCLWS
WB WORK INDX01 3 136 IDX WRKS PAYGRP 10 INDEX
WB EMP INDX0 1 INDEX 3004 lOX ESCHO EMPSKDID
WB EMP INDX0 1 INDEX 2865 lOX EMPSKO WORKDT
WB WORKBRAIN DATA01 2688 TABLE OVERRIOE
WB WORK INDX0 1 2688 IDX WRKS WORK DATE INDEX
INDEX WB EMP INDX01 IDX ESCHDL WBTDT 2655
WB WORICINDX01 INDEX 2512 UK WKS EMPIO WRKDT
INDEX WB EMP INDXOl 2,464 UK-EMPSKD EIO WDAT
WB EMP INDX01 2240 PK EMPLOYEE SCHDTL INDEX
WB teMP INDX0 1 lOX ESCHDL EMPSKD INDEX 2128
INDEX WB EMP INDX01 IDX ESCHD WORKDT 2096
WB_WORK_ INDX03 INDEX 1,792 TMP _IOX_WSERROR
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Version Date: 1610412010 QHIC
Segment Name Segment Type Tablespace Size eMB)
PK EMP SCHEDUlE INDEX WB EMP INDX01 1 504
PK EMP SCHD DTL LR INDEX WB EMP INDX01 1479
PK WORK SUMMARY INDEX WB WORK INDX01 1408
WBINT EXPORT TABLE WB WORKBRAIN DATA01 1,216
MLAUDIT_TX_DET TABLE WB_WORKBRAIN_DATAO1 1,032
For capacity planning, one of the main focus areas will be the growth of the EMPLOYEE_BALANCE_LOG table and the
matching indexes for that table. Combined it represents 284Gb of database storage for 'the PPV environment.
7.4 Solution Architectural Considerations
ThiS section is not intended as an exhausti ve list of architectural design practices. It is a collection of highlights that have
important performance impact on infrastructure capacit y and design. It is intended as a summary of those items that may
not impact the current project, but are important to a successful enterprise Implementation.
The general principle applies that each component of QHIC requires the same availability design considerations as the
application. This implies that for any shared component, the availability for each remote component will adopt the
availability design requirements of the application with the highest availability requirements.
QHIC comprises 4 major components:
SAP ECCS HR (HEP) ,
Workbrain (CWP),
SAP XI (CXP), and
SAP Solution Manager (CMP).
The Workbrain application is a J2EE application running in a Websphere environment and the issue of scalability and
availability need to be addressed. The database server for both SAP and Workbrain is Oracle database.
7.4.1 Factors that influence capacity:
The factor lists below are Included as additional reference material, and as guidance for implementation decision making.
This will be expanded upon durino execution of PPV.
Factor
Printed: 10:06 AM ~ 16104/2010 Page 32
Factor Description
....._
Storage consideration for both SAP and Workbrain, 190 employees per fortnight being
on-boarded
This has a determination on cutover and the large scale recalc that is performed. Since
Februarv 50% increase in the number of shift oatterns.
This has a determination on cutover and the large scale recalc that is performed.
Potential impact to the number of leave balance records created
Processing of retrospective accounting changes within SAP has a noticeable effect of
Payroll calculations, as well as QSuper file generation and Payroll reconciliation reports.
",.
Number of employees
Number of pay calc rules the
system has to evaluate
Complexity of the pay calc rules
the system has to evaluate.
Processing impacts of EB changes
Printed: 10:06 AM ~ 16/04/2010 Page 33
OHIC PPV Test Completion Repor(y2.0
---- - --
--
- - -- - ---
---- - ---
8
Version Date: 16104/2010 CHI C
Appendix D Correlation of PPV Data to Production
Below is the plot of the employee percentages against the pay groups, for Build 13 from Production (May 2009) and PPV data
set. It shows a extremely close match and validation that the performance timings will be indicative.
16%
14%
12%
10%
8%
6%
4%
2%
0%
I
---.. - - - -
-
_ ._---
-- . -- - r---
,
I
. . 1 -
I
I
A /\ 1M If...AA .J\ A. A.. .A AA r
\,.AJ
M Ai ...
iI ; II!iiiI I I I ; I I i! I I I ; t I :1' ii i I Iii JI I IIiiI ; I JI I I IiIIII iii Ii! IIi! I
i , I i i i' I
t f'; f ,} ,' ,
, ,
Printed: 10:06 AM - 1610412010 Page 34
QH1C PPVTest Completion ReporCv2.0
9
Version Dale: 16/04/2010 QHIC
Appendix E - Translating test results
from PPV to Production
There are several differences between the PPV environment and the Production
environment that may mean that results measured during PPV will be different in
Production.
1. Difference in sizing between the two environments.
The PPV environment is 90% of Production size. While the payrun
execution will most likely decrease and expected to be lower in the
Production environment - with the expected growth of the solution, the
results measured for the performance test are a sound basis for capacity
planning.
2. QHIC Solution was tested inclusive of key interactions.
Payroll Performance Verification test was conducted as close as possible to
full production. The key external interface with FAMMIS was included via
integration with COP.
3. Configuration or software differences between the two
environments.
Care has been taken to ensure that configuration changes in the PPV
environment will be applied in the Production environment, but there will
also be configuration differences that cannot be catered for, such as the
different database configuration (Single database vs active/passive DR)
and the configuration of CPS in Production. The specific changes made to
HER and CWPP during PPV were;
a. HER: Increasing the available Work Process to support 40 splits (45
available for batch processes)
b. HER: Increasing the memory allocation for ztta/roll_extension to
8GB and abap/heap_area_total to 8GB
c. HER: Changes T77S0 - LDB - PCEPS value to ;1000, to reduce
memory being held for logical DB when employees are being
accessed
d. CWPP: Increased timeout settings for Work Detail extract to;
- EnterpriseScheduler/TASK_ TIMEOUT to 5400000
- EnterpriseScheduler/MAX_STALE_LOCK_ TIME to 1800000
- EnterpriseScheduler/THREAD_SLEEP _ TIMS to 45000
4. Network differences between the two environments.
Since the PPV environment was placed within the Production Zone, the
environment security zones should be similar to that for the Production
environment and hence will have minimal performance impact.
Overall, we can be highly confident that QHIC Solution will successfully process
volumes in the Production environment. We can also state confidently that QHIC
Solution could be tuned to process higher levels of load in a larger environment.
Printed: 10:00 AM 16/04/2010 CorpTech Page 35 of 33
QHIC PPVTest Completion Reporty2.0
Version: 0.09 Payrdl Processing
10 Appendix F Timing consideration for
Production
Specific transactions were not executed in PPV, due for various reasons; nature
of the test with static data and system changes post test completion and were of
a nature that didn't require a further PPV cycle. Below is a list of specific
transactions and the estimated production execution times.
Transaction Estimated
Time
Comment
Payslip messages 20 mins PPV is a static test, volume of
payslip message will be business
depended. However the risk is
low as the transaction out of
Workbraln and into SAP is a pure
load function.
211 - Payroll Reconciliation
Export
20 mins Executed in PPRT on 10% volume
and 10% system capacity,
runtime was 5 mins. There is an
18 hour window for the export to
be extracted within.
213 - Employee Reconciliation
Export
20 mins Executed in PPRT on 10% volume
and 10% system capacity,
runtime was 5 mins. There is an
18 hour wi ndow for the export to
be extracted within.
Online backups N/A CorpTech will be introducing
online backups based upon
snapshots. This will further
reduce the risk and potential
impact of on-line transactions
executing during a backup.
End of Document Payroll Performance Rc: e", p-" o.:.. rt,-_ _
Printed: 10:06AM 16/04/2010 CorpTech Page 36 of 33
OHIC PPV Test Completion ReporCv2.0
,
e
Queensland
Government
Public Works
QHIC Release 0.192
Performance Validation Report - Round 5
Table of Contents
1. Executive Summary ............................................. ............ .... .. .... .. .. .... .. ... ...................... 3
1.1. Objectives ..................................................... ..... ... ... ... .......... .... ........ ... ..... . ....... 3
1.2. Results ........................................................ ...... .... ..... .. .... ................. .. .... .. ... ...... 3
1.2.1. SAP HR (HER) ................. ... . . .. . . .. . .. ........ ... ........ ............. 3
1.2.2. Workbrain ........................................................... .. .. .......... ....... ................. 4
1.2.3. Workbrain Reliability...... ...... . ........... ................. .. ... ... .. ........... .. .. .... .4
1.2.4. IBM HTIP Server (IHS) vs Netscaler.... . ...... .. .. .... .. ... ... ........... ... .. ...... 4
1.2.5. Citrix .............. .............. ................. . ............ ...... ...... ...... ...... .. ...... 4
2. Risks............ .... ...... ............................. ... ... ... ... ... ... .. .... ....... .. .. .. .... .... .. .... ... ...... 5
2.1. Development ......................................... ... ... ...... ...... ..... .. .... ...... .... .... ... .... .... ...... 5
3. Caveats .................................. .... .. .... ........ .... .. ... ... ...... ...... ...... .... .. ...... .... .. ...... ... ......... .. 6
3.1. No comparison ......... .. ....... . ............. .. .......... ..... ....... ....................................... 6
3.2. Data ................................................ ...... ..... ...... ............. .. ... .. .... .. .... ... ... .. .... ........ 6
3.3. Execution .................................. .................... .................. ... ... ... ... ... ... ... .. .... .. ....... 6
4. Configuration ................................................. .... ..... ... .. .... .. ... ... .... .. .... .. .... ...... ..... .. ...... 7
4.1. Workbrain Configuration ....... ..... ....... .................. ..... .. ... .... .. .. .... ... .... ... ... ............. 8
4.2. SAP Configuration... .. .......... .... .. .. ..... ... ... .... .. ... .. ... .. . .... 9
5. Test Set-Up ................................................... ... .... .. . . ... .. 10
5.1. Test lab topology ..... ..... ..... .... ... ...... .. .... . ........... .... .. ..... .. ... ..... ...... ... .. ... ... .... . 13
6. Results (Summary) ................. ................................ ... ..... .. ..... ..... .... .. .. ... .. .... .......... ... . 14
6.1 . SAP ..................... ................. ... .. .. ... . . .... ...... ... ...... ......... . ..... 14
6.2. Workbrain ................... ................ .......... ..... ... ... ...... ...... ...... ...... ...... ...... ... .... .... ..... 15
7. SAP Certification .. ............. ... ... ... ... ... ...... ...... ...... .. .... ... .. .... .. ................ ... ... .. ......... .. .... 16
8. Workbrain Certification Withheld .... .. ...... ...... ...... ...... ............... .. ................... .... ... .... .. .. . 17
9. SAP Baseline.... ......... ... ... .. ....... ...... ...... .. ... .... .. ......................... ...... ........... .. .. . 18
10. Workbrain Baseline ... ...... ...... ...... ...... ...... .. .... .. .... .. .. ........ ...... ... .. ..... .... ... .... .. .... ....... 20
11 . Citrix Baseline .... ....... .. ...... ... ........ ... .... .. .... ...... ....... .... ... ... ......... .... ..... ... ........... .. ... 24
12. End of Document ....... .. .... .. .... .. .... .. .... ... ...... ...... ...... ..... .. ..... ...... ...... ...... ..... ...... ..... 24
Version: 1.0 22/01/2010
1.1. Objectives
The document describes the results, configuration, and test setup of the online performance
and volume testing - Round 5 conducted for the Old Health OHIC project.
This document is based on the previously issued "OHIC Performance Validation Report
Round 4 v1 .0.doc".
Criteria Success
Workbrain solution is scalable. X
Workbrain to support 600 concurrent users (OLD Health user volume) ./
Measure the maximum capacity of the Workbrain system for future
expansion.
../
Measure the response time for key transactions. ../
No specific target response times have been provided exceptfor the
Citrix presentation layer display. For this, 80% of the transaction
executions are expected to complete within 15 seconds or less for Citrix,
with none above 30 seconds maximum.
X
Workbrain system resource utilization at full OHEST load to be below
20%. Note that Workbrain's full target load is 3000 concurrent users.
OHEST will make up 20% of the total concurrent Workbrain user
population
../
1.2. Results
Round 5 testing has been completed for Workbrain on release 0.192, SAP HR was not in
scope because it was completed in Round 3.
1.2.1. SAP HR (HER)
SAP HR for OHIC was not in scope for this round of testing. It was tested under round 3
where it performed wel l and was certified for Production Go-Live.
OHIC Performance Interim Report - Round 5 3 CorpTech
Version: 1.0 22/01/2010
1.2.2. Workbrain
Workbrain hardware was sized to support 3,000 active users. It did not meet this
requirement.
Defect #2411: Curson Pin on S (known Oracle bug in 10.2.0.2)
Workbrain supports 150% of the predicted QHIC workload.
Workbrain will support the 600 users for QHIC.
The previously raised defect #2338 was still evident. This relates to the "RLF Publish
Roster" transaction. This transaction does not meet the 80
111
percentile response time
requirement even under modest load. However, because this manifests itself as slow
response times and does not cause a crash of the system per se, Queensland Health may
deem this level of performance to be acceptable depending on their business requirements.
Response times may be as high as 26 seconds for this transaction.
Until this defect is resolved the Performance Assurance Group cannot certify Workbrain for
Production Go-Live.
Additional information: it should be noted that for QHIC's workload on the Workbrain
Solution, two application servers (two for redundancy) provide ample capacity
1.2.3. Workbrain Reliability
It should be noted that Workbrain seems fragile and needs more care and attention than
other systems we have tested. System performance and stability are affected from release
to release. Hopefully this will be improved over time as administrators become more familiar
with the product and the volume of development decreases. We recommend that Workbrain
releases be thoroughly tested .
1.2.4. IBM HTTP Server (IHS) vs Netscaler
Users can be load balanced to the Workbrain solution by IHS (IBM preferred software
solution) or by Netscaler (hardware network appliance) . The results in this document are
from using the IHS method.
Netscaler delivered significantly better performance for Workbrain transaction times,
particularly for transactions that required a lot of information to be transferred between the
server and the user. At the time of writing , Netscaler could not deliver the Cog nos reporting
part of the solution. Given the significant performance improvement using NetScaler, we
recommend further investigation into the use of NetScaler instead of IHS.
1.2.5. Citrix
No CITRIX tests were performed in this round of testing.
Please refer to:
Version: 1.0 22/01/2010
2. Risks
2.1. Development
This report only applies to Workbrain release 0.192.
Release 0.192 was designated the final version destined for release to production.
However, at the time of writing, we have had notification of a further release. The PAG
reiterates that given the observed variation in performance between releases, we strongly
recommend performance testing of the final production release of the QHIC Workbrain
solution.
Version : 1.0 22/0112010
3. Caveats
3.1. No comparison
Since the QHIC Solution is a completely new solution there is no comparison possible with
legacy systems
3.2. Data
3.3. Execution
production due to the complexity of developing those scripts. For example , in production a
report was executed against QLD Health as a whole. The effective throughput is the same .

Version: 1.0 22/01/2010
4. Configuration
Environment
SAP
Hardware
HP SuperDome
as
HPUX B.11 .23
Software
SAP ECC 5
Database
Oracle 10.2
Workbrain IHS
Web Servers
Workbrain
Application Server
Workbrain
Database
2 x HP BL460C, each
CPUs 16Gb RAM
3 x HP BL685C, each
CPUs 20GB RAM
HP SuperDome
(HP itanium 1.6Ghz) 64-bit
6 duat core CPUs - 48GB RAM
Windows
Server 2003 (32
bit)
Windows
Server 2003 (32
bit)
HPUX B.11.23
Apache +
IBM Plug-In
WebSphere
6.1
Workbrain .
0.192
nla
nla
Oracle 10.2
Citrix
VMWare ESX Citrix nla
QHtC Performance Interim Report - Round 5 7 CorpTech
Version: 1.0 22/01/2010
Netscaler cintpc:
ssimsp28 ssi msp29
w rkbrain' 2
ssimsp30 ssimsp3l ssimsp32
lVMl lVMl :.t JVMl :::
;;; ...iiIiii....liIIi ...
""
JVM2 k lVM2 lVM2
WebSphera
... ... ;!
lVM3
4.
lVM3 lVM3 .4:
WebSphere.
... ...
lVM4 lVM4
WebSphere.
... Wi
Database
ssisappc
ORACLE'
Version: 1.0 22101/2010
HER900
ssisappf
ORACLE
Version 1.0 22/01/2010
5. Test Set-Up
LoadRunner was used to simulate users logging on to SAP and Workbrain from QLD
Health's Test network. A mixture of transactions which were identified by QLD Health to be
typical of daily activities was used for the tests.
Logon 150 600
New appointments 1Create new employee 10 1hr n/a
Movements - higher duties 99 1hr n/a
Movement extension 31 1hr n/a
Date monitoring report 20 1 hr n/a
Terminations 7 1 hr 71 hr
Roster Plot - RLF open, edit, save, edit, submit n/a 301 hr
Roster Plot - Process Roster Load Form n/a 301 hr
Roster Plot - Publish RLF schedule to MVS n/a 301 hr
MVS Staff Roster - Create Shifts in MVS n/a 2501 hr
MVS Staff Roster - Book Staff to Shift in MVS n/a 2501 hr
MVS Staff Roster - View n/a 2001 hr
MVS On exception - Change Staff Roster + Publish Schedule n/a 5001 hr
MVS Off exception - Book off staff + Publish Schedule n/a 5001 hr
MVS Off exception - Staff Leave Request n/a 5001 hr
Edit time sheets n/a 5001 hr
Daily Staffing Report n/a 2001 hr
Clicker n/a 600 1 hr
These transactions and their throughput were provided by QLD Health during several
meetings with key personnel.
Each login was assigned a transaction according to the distribution table above.
user accounts. Each login was assigned a t ransaction according to the distribution table
above.
A test was considered a success if it completed with less than 1 % of transactions failed, and
the 80th percentile transaction response times were no greater than 8 seconds (this does
not apply to the generation of lists/reports), and the transaction load target was met .
Version: 1.0 22/01/2010
SAP Transaction Flow
-.
....
PA30
Create Employee Prior Service
....
W '
PA40
Create New Employee
,..,'
..
,...
W"'.
.. I" _,
PA40
Higher Duties
PA40 PA30; PA40
Terminations Contract Extension
.,..
-
YHRDATE_MONITOR
Date Monitoring Report
Version: 1.0 22/01/2010
WorkBrain Transaction Flow

Leave Request
wi<' rkbral n'
RLF Process Roster
w...rkbrain'
RLF Publish Roster
w... rkbraln'
Create Unstaffed Shift
w..,rkbrain'
Book Off Employee
wQ)rkbrain'
w,,",r kbraln'
Change Employee Roster

RLF Create Roster
.,.. SAP Processing
w.;lrkbraln'
Terminations
wil'rkbrain'
Logi n/Logout
w", rkbraln'
View Employee Details
w.;or kbrain'
Edit Timesheet
w-.'l rkbrain'
Clicker
w,;1rkbrain'
Daily Staffing Report
--
- ~ J
SS' 5lA1
-.-.

-

:..:,.
=
--
~ -
--
C<tnrF_
CMCTJ(lTSOCTOOt_hll ! Ullll
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a:.TXItSOCTt; II . "' , 1 II I 13)
f
-
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- ~ - -
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--

~
---.....__._ .
-.,. .....
QiCl'XIT;;ocTOI1 _ "'\ 01 162
CHC'T)(fTSOCTCU. "')' U I In . ,
a-<.TXlTSDCTell - lUt l ) . !J.l
Each Load Generator has 1GB of memory and 1 Virtual CPU allocated. The Mediator has
1GB of memory and 1 Virtual CPU allocated.
Version: 1.0 22/01/2010
6.1. SAP
No SAP testing occurred in this round of testing
Version: 1.0 22/01/2010
6.2. Workbrain
Workbrain will handle the 600 users for QHIC, and the solution performed well under the 150% workload for a period of 8 hours.
Details of successful run 6, including transaction timing , can be found in section 10.
Version: 1.0 22/0112010
No SAP testing occurred in this round of testing ,
Version: 1.0 22101/2010
8. Workbrain Certification Withheld
Perfi nuance Ass urallce Team certifies the
: HIC Ellvi hel
Concurrent U

Date:
Workbrain has not passed performance certification due to the foll owing defects:
Defect #2411: Curson Pin on S, known bug in Oracle 10.2.0.2
Once these two defects in release 0.192 are resolved, Workbrain can be certified by the
performance team for Go-Live.
Version: 1.0 22/01/2010
9. SAP Baseline
No SAP testing occurred in this round of testing.
Version: 1.0 22/01/2010
Version: 1.0 22/01/2010
Mixed transaction 150% load
Run Details
Transactions Mixed
Users 930
Duration 8 hours
Started Wed, 20 January 2010 @ 1303
Result Successful
Count 80%
Comments
Workbrain handlesthe 150% workload well with an average CPU load of just below 20%
CPU, which passes the test criterion.
Two defects are preventing Work brain certification:
o Publish Roster in MVS; Response time exceeds even the CITRIX 15 seconds 80
percentile response time. This is defect #2338.
o Oracle Bug: cursor Pin on S, see defect #2411
Once these defects are resolved Workbrain can be certified.
Version: 1.0 22/01/2010
--
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..
------t--""1
t ..
..
+
t
..
+
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t
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,
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-
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.m
+
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ec. lUI
.3D ... U.
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,
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..
..
... ... ... ....
-
...

....
-

....."-""
....

"'"
1'1"','--
... -
'Wil l
..
-
'"
Web Servers CPU
...
..
..
..
..
..
..
..
,
..
..
..
..
J
..
..
..
..
..
..

.........O'U
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r
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12112
2...
14.11n
101.062
o.M
0.15;)
Version: 1.0 22/0112010
!
t
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Version : 1.0 22/01/2010
...

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..... .... .... ...,, ....... .... ..:- ..-:: ,,-. = .... ':'"'..':'"'..':'"'.,..,I J;".--::+- :+- :+-,,:':.,:- :-*:---: ........ :- .......-.. .,-...._::TI::-,,::... ::.. -:I,, ....
EtIpMd tclnlriD ..... '*tJnm
___ 0,2 S.8D 1U -- --- ...... --
_ 1 CJlUu..."",-f:MrIIIiI S
Version: 1.0 22/01/2010
11. Citrix Baseline
12. End of Document
Version: 1.0 22/01/2010

GJM:rmll!fl1
-
QHIC Project
Issue Summary Report - week ending 12 February 2010
Table 1 - Nu mber
1
Table 2 -Issue
T bl 3 C " I d H' h I a e - ntica an
.g.
ssues
I.-No, and Iss...
Ow..,
N.....
Rank row Project category Appl ication
TlIl!8t
Dale
Trend
IS-00281 lack of
contingency to QHtC
Schedule
IBM High SOW8 QHealth Scope Other 12103110 .....
Legend -Issue Ranking Trend
Trend Description
i
The rank (severity) of the issue has increased.
+-> The rank. (severity) of the issue has not changed.
!
The rank (severly) of the issue has decreased.
COMMENTARY - CRITICAL & HIGH
There were no new issues raised in the last fortnight. One High issue was closed and one issue was
downgraded from High to Medium. There are no Critical issues to report .
Issues Past Target Date or Trending UpwardS (worsening)
No issues have passed their Target Date or trended upwards.
QHIC Project Issue Summary Report - 12 Feb 10 CorpTech
Queensland
Government
Public Wortcs
Project Completion Report
Design Completion Report (3.12)
Version: 1.0
Lead Reviewers
Name
-
Title Signature
D ~
Damon Atzeni
Business Integration
Manager HR -Q HEST
Commercial-in-Confidence Corp Tech
Version: 1.0 Design Completion Report
Created on: 11/03/2010
Revision History
Version Date AddttlonsJAmendments Author
0.1 2010712009 Initial Template Paul Ray
1.0 2210212010 Template submitted to lead Karmen Hellmuth
reviewer for review and
Jason Cameron
acceptanoe
Approvals
PREPARED BY:
Jason Cameron
IBM Team Lead, Design and Build, QHIC Project
APPROVED BY:
Mark Dymock Date: 1910212010
QHIC Project Manager IBM
Distribution
Date Distributed To Version
2210212010 Damon Atzeni , Business Integration Manager HR -QHEST V1 .0
2210212010 Br.ian Frederick Vl .0
-
2210212010 Juanita Hagstrom V1 .0
Related Documents
Release Date Title 01 Document Version
1710712009 Project Execution Plan 2.0
Glossary
I Dflscriptlon
NIA
Commercial-in-Confidence CorpTech
Version: 1,0 Design Completion Report
Created on: 11 /0312010
About this Document
Document Purpose
The purpose of Ihis Design Completion Report is 10:
1. Provide evidence of; and
2. Obtain agreement from CorpTech that the DeSign of the LATIICE Replacement Payroll
system has been successfully compleled in acccrdance with the Contract Specificalions of
the Customer Contract .
Related Materials
The document will form part of the overall Deliverables for SoW 8. This Deliverable is serial No 36
Commercial-in-Confidence 2 CorpTech
Version: 1.0 Desigl Completion Report
Created on: 11/0312010
Table of Contents
1. DESCRIPTION ..................... ................................................................................ ........................... 4
2. DESIGN COMPLETION DELIVERABLES ................................................. ........... ........ ................. 4
2. 1. DEUVERABLES AND WORK PRODUCTS liST ..... .
Version: 1.0 Design Completion Report
1. Description
The Queensland Health Implementation of Continuity (QHIC) Solution design is based upon the
existing WoG HRiPayroll implementation currently in production at the Department of Housing with
key enhancements to deliver the an interim payroll solution for Queensland Health.
2. Design Completion Deliverables
2.1. Deliverables and Work Products List
In accordance with the acceptance criteria for this Deliverable as per section 4 of SoW 8, the following
is the list of completed Work Products including Acceptance Dates and current versions.
Work Product
Reference
Number
Work Product
Type
Work Product Title Accepted
Version
Date
Accepted
Current
Version
2.04b Business
Blueprint
Document
QHIC Solution Blueprint 1.6 1211112009 1.6
2.05b Functional
SpeCification-New
Functionality
WP 2.05b Functional
Specifications M New
Functionality
3.1 1910212010 3. 1
2.06b Functional
Specification-
Updated From
Dept of Housing
WP 2.06b Functional
Specifications
Updated from
Department of Housing
3.1 1910212010 3.1
3.07 Workbrain
Security Strategy
Workbrain Security
Strategy
1.4 0410312009 1.4
3.08 Interface
Assessments
IR4.4 & 4.5
Interface Assessments
-IR4.4 & 4.5
Various 0711012009 Various
CommercialMi n-Confidence 4 CorpTech
t\
Queensland
Government
Public Works
QHIC Extended Support Procedures
Work Product (3.21)
Version: 1.0
Commercial-in-Confidence Corp Tech
0.4
Version: 1.0 QHIC Extended Support Procedures
Revision History
Version Date Additions/Amendments Author
M , -_..
'"
--
0,1 06/01/2010 Karmen Hellmuth Initial Draft
Updated to include release Karmen Hellmuth
management
0,2 12/01/2010
Karmen Hellmuth
definitions and resolution times
Updated following change
0,3 13/01/2010 Updated to include defect
19/0112010 management meeting with Karmen Hellmuth
CorpTech
Updates following meeting with
0,5 20101/2010 Karmen Hellmuth
CorpTech
Updated with comments from
CorpTech Juanita Hagstrom
0,6 27/01/2010
Karmen Hellmuth
completion
Updated following meeting
Update to RFC form
0,7 03/02/2010 with QH SSP, QHEST, Karmen Hellmuth
CorpTech
0,8 17102/2010 CorpTech updates Juanita Hagstrom
Updates from review with
0,9 22/02/2010 Karmen Hellmuth
CorpTech
Updates from review meeting
SSP
Update to QH HR CAB and
with CorpTech, QHEST, QH
Board and PD names
Commercial-in-Confidence CorpTech
Version: 1.0 OHIC Extended Support Procedures
Distribution
Date Distributed To Version
2810112010 Juanita Hagstrom (Lead Reviewer) 0.6
2810112010 Jane Stewart 0.6
2810112010 Janette Jones 0.6
0310212010 Naomi du Plessis 0.6
0910212010 Janette Jones 07
Related Documents
Title of Document Version
QHIC Scope Definition document 1.0
Project Execution Plan for Delivery of the QHIC Project 2.0
SOW 8 (version 2) 2.0
Implementation Readiness Checklist 2.4
QHIC Knowledge Transfer Plan 1.0
CorpTech Support Procedure Manual TBC
QHIC Transport and Release Handbook TBC
QH SSP Support Plan TBC
Glossary
Tenn Description
BAU Business As Usual
CSS Customer SelVice Solutions
FAMMIS Finance and Materials Management Information System , Queensland
Health's SAP Finance and Procurement application
OLA Operating Level Agreement
PEP Project Execution Plan
QH Queensland Health
QHEST Queensland Health Enterprise Solutions Transition team, the team
Version: 1.0 QHI C Extended Support Procedures
Created on: 24/02/2010
Term Description
established to liaise between the Prime Contractor, IBM and the QHSSP
to facilitate a successful implementation of the QHIC solution
QHIC The name used for the project to implement the interim HRJPayrol1 and
Rostering solution of Queensland Health.
QH ID Queensland Health Information Divisi on
QHSSP Queensland Health Shared Service Partner
SLA Service Level Agreement
SoW Statement of Work
SWOT Statewide Operations Team
SIMS Service Incident Management System (ITSM Support Tool)
Version: 1.0 QHIC Extended Support Procedures
About this Document
The purpose of this document is to outline the extended support procedures for the Queenstand
Health Implementation and Continuity (QHIC) solution.
This document will describe the extended support procedures required for the three pay runs (6
weeks) performed by the QHIC blended support team.
This document does not aim to replace the existing CorpTech support procedures, the focus is to
identify and describe extended support procedures specifically required for the QHIC project which
will compliment any existing CorpTech support procedures.
This document does not aim to describe the contractual accountabilities and responsibilities for
extended support; these can be sourced from the Extended Support Plan and relevant sections of
SoW 8 and sChedule 26 of the contract.
This document should be read in conjunction with the Queensland Health Shared Services
Provider (QH SSP) Support Plan .
Intended Audience
The intended audience of this document is:
CorpTech Service Delivery
CorpTech Project Delivery
CorpTech Payroll Bureau
Queensland Health Shared Services Partner (QHSSP)
QHEST
Queensland Health Information Division (QH 10)
Contributors
The following areas/staff were consulted during development of this document
Area Name, role
CorpTech Juanita Hagstrom (Lead Reviewer)
CorpTech Jane Stewart
QH SSP Janette Jones
QHEST Naomi du Plessis
QHIC Jason Cameron
QHIC Paul Ray
Commercial-In-Confidence 4 CorpTech
Version: 1.0 QHtC Extended Support Procedures
Created on : 24/02/2010
Table of Contents
I. INTRODUCTION ........................................................................................................................................ 6
1.1. ASSUMPTIONS ...................................................................................................................................... 6
2. QHIC EXTENDED SUPPORT APPROACH ........................................................................................... 7
2.1. SUPPORT TIMEFRAMES AND CRITICAL WINDOWS ................................................................. 8
2.2. EXTENDED SUPPORT HOURS OF OPERAnON ........................................................................... 9
2.2. 1. Exceptions to Extended Support Hours of Operation ... ... ................ .. . . ................. 9
3. EXTENDED SUPPORT PROCEDURES .................................................................................................. 9
3.1. INClDENT MANAGEMENT...................................... ........................................................................... 9
3.1.1. QH SSP Go Live Support Desk.... ....... ... .......... .. ... ............. . ....... ...... ..... . . ........ 9
3. 1.2. Extended support overview .. .... ........ .......... . .................. . ..10
3./.3. Extended Support Incident Logging.. ........ ...... ...... ... . ............................. . . ........ 11
3.1.4. Incident Prioritisalion Process .. ... ..................... . .............. . . ........ 14
3.1. 5. Extended Support Escalation Process.. ... .. ......... ..... .. . . .... .... ....... ....... ... 14
3.2. REQUEST FOR CHANGE PROCESS................................................................................................ 16
3.2. 1. Defect logging ......................... ............ ....... ......... ... ... ........................ ..... .......... ...... ... ... ... 16
3. 2.2. Defect analysis. ........... ..... ......... .... ... ..... .......... ........ ............ .... . . ......... 16
3.2.3. Defect Management Requestfor Change Approvals..... ... .............. . .... ....... .... . ..... 19
3.2.4. Defect Management Request for Change Approvers ...... . ...................... 19
3.2.5. Defects in dispute escalation .. ......................................................................... .................. .... 21
3.2.6. Defect tracking for warranty purposes.. ........... ....... ......... ............ . .......................... ....... 22
3.2.7. Request for Change Process for Extended Support ... ...... ....................... . ........ ................ 23
3.3. RELEASE MANAGEMENT DURING EXTENDED S UPPORT .................................................... 26
3.3. 1. Approved release management ........... .. ..... .... . ..... .. ... .. ................. . .... ...... ....... 26
3.3.2. Extended Support Technical Landscape ... . .......................... ............... ................. .......... ..... .. 26
APPENDIX A - EXTENDED SUPPORT HOURS BY TEAM ...................................................................... 28
APPENDIX B INCIDENT I DEFECT MANAGEMENT DURING PAY RUNS .......................................... 30
APPENDIX C EXTENDED SUPPORT ROLES AND RESPONSIBILITIES ............................................. 34
APPENDIX D TEAM STRUCTURE - EXTENDED SUPPORT .................................................................. 36
1. Introduction
This document describes the Extended Support required in addition to the existing CorpTech support
procedures that will govern the support provided by the CorpTech/lBM blended team (OHIC
Support Management Unit) for the period of three final payruns. Existing support procedures used
during extended support will be referenced in this document. This document does not aim to re-write
or override the current Corp Tech support procedures.
These extended support procedures are based on business as usual support procedures as defined
in the CorpTech Support Procedure Manual (attachment to the CorpTech Service Delivery Support
Model Transition document).
It is acknowledged that during extended support CorpTech staff in the OHIC Support Management
Unit will be performing business as usual activities. The contractual accountabilities and
responsibilities of each team involved in extended support is not described 'in this document, this
detail is contained in relevant sections of the SoW 8 and' schedule 26 of the contract.
These extended support procedures only cover the escalation path of defects and incidents related to
the OHIC HR/Payro11 solution. These procedures do not cover the support processes for legacy
systems or production support for systems outside of the OHIC solution.
1.1. Assumptions
The following assumptions have been identified relating to the OHIC extended support procedures:
The first pay run on the new solution will be Monday 22"" March, 2010.
Resolution of defects and deployment of defect fixes into the solution during extended
support will be conducted by the OHIC Support Management Unit only, the solution will be
handed over to the customer at the end of the extended support period
The implementation of changes into the Production environment will be kept to a minimum
during extended support.
OHIC will supplement CorpTech Project and Service Delivery team during Extended Support
and the OHIC Support Management Unit will provide the day to day management of
Extended Support activities.
CorpTech Project and Service Delivery resources will be made available to the OHIC Support
Management Unit for the Extended Support period.
The use of the Corp Tech Request for Change Process for Extended Support for defect
rectification will not delay defect resolution.
The Project Directorate and Project Board will continue as the governance structure for
extended support and and will be available as an escalation path for defects in dispute from
the Extended Support Management meetings.
Extended support resources will have access to all tools and systems required to perform
support during office hours and during on call hours
Any Public Holidays falling in the Extended Support Period are considered normal working
days i.e. Extended Support Resources will be required as normal.
All organisations providing support during the Extended Support Phase will provide resources
covering the extended hours in accordance with the Extended Support Plan Sections 2.3.3
Extended Support Hours of Operation and Appendix A - Extended Support Hours By Team.
Corp Tech is responsible for the CorpTech Service Desk.
OH 10 is responsible for connectivity and Access Services (including Citrix) as defined in the
Service Level Agreement between OH Information Division and OH SSP.
OHIC Support Management Unit defect/incident resolution will follow agreed prioritisation
(e.g. severity 1 is highest priority). Any changes required to defect/incident severity and
priority will be addressed via the extended support meetings.
Remote access facilities are available to all resources performing on-call support.
OHIC Extended Support will cover 3 Final Pay Runs in the new solution. The extended
support period will finish immediately after the completion of the 3"' pay run - Wednesday 21 st
April 2010.
2. QHIC Extended Support Approach
The OHIC Extended Support procedures will cover the first three pay runs following the Go-live of the
OHIC solution, specifically;
1st Pay Run - Monday 22nd March, 2010
2nd Pay Run - Monday 05th April, 2010
3rd Pay Run:... Monday 19th April, 2010
The extended support plan includes two tiers of support with two levels within each tier:
1. Internal to OH - SWOT and Go-Live Support Desk
2. External to OH - 1st and 2nd level Functional and Technical support (CorpTech Service Desk
and the OHIC Support Management Unit)
End
Tier 1: Users
Refer to
OHSSP

support
document S
Business
Support
I
QHIO
1st
SorA.. Tier 2:
Level
Dook
Refer to
CorpTech

..- -L..-_
support
CorpTech
2nd
documents
f" Level I
Optil'1ltions
SSP
I

Go-l.IYe Support o.k
cas Iorvlco Dook
QIIIC Func:1Ionol and T_'-
PaytOll
-
,
,
,
,
,
,
,
,
,
,
i
I .. .noollc
: 0I1'Kt
. "ppG"
..... Exte nded Support
Procedures
Table: OHIC Support Model Overview
Tier 1 - internal to OH (SWOT and Go-Live Support Desk) will follow OH SSP Support Plan.
Tier 2 - external to OH will follow the CorpTech support procedures as outlined in: G:110 - Service
Managementl1 016 - HR Applications Managementl8. Old Heath HR SolutionlDocumentation
CorpTech Customer Support Manual (Oueensland Health)
CorpTech Service Catalogue Version 1.9E
CorpTech Support Hours for Queensland Health
CorpTech Change Control Process (including RFC Forms)
Business Process: Incident Management - IT Service Management
QHIC Request for Change Process for Extended Support
CorpTech Service Desk Procedures
Incident Management Procedure
Deploy Procedure including:
o Release/Production Support Landscape
o Release Strategy (SAP and Workbrain)
o System Landscape Diagram
CorpTech Release Management Strategy, Standards and Processes
Work instructions and Forms relating to these support procedures are available at G:l1 a- Service
Managementll016' - HR Applications ManagementlS. Qld Heath HR SolutionlDocumentation
2.1. Support Timeframes and Critical Windows
The extended support period will run for three consecutive pay runs following Go-live. The table below
outlines the expected resource peaks during the fortnightly pay cycle.
Day
Level of Support
Resources
Rationale
1 Monday Very High Final Pay Run
2 Tuesday High
3 Wednesday Medium
4 Thursday Medium Interim Pay Run (Start)
5 Friday Medium/High Interim Pay Run
(Completion)
6 Saturday On-<:all only
7 Sunday On-<:all only Maintenance Window
8 Monday Medium Interim Pay Run (Start)
9 Tuesday High Interim Pay Run
(Completion)
10 Wednesday Medium
11 Thursday Medium Interim Pay Run (Start)
12 Friday High Interim Pay Run
(Completion)
13 Saturday High (Remote
Support)
SSP Data Changes and
Time and Attendance
changes
14 Sunday Very High (Remote
Support)
Pay correction and final
processing
Table: QHIC Support Resource over Pay cycle
2.2. Extended Support Hours of Operation
The standard hours of operation for the End Users and 1 st and 2nd level Business Support and the
1 st level Application support will be as follows:
OHSSP - 6:00am to 22:00pm, 7 days per week.
Payroll Bureau - 8:00 am to 17:00pm, 5 days per week (Pay Monday until finished)
OHSSP Go-Live Support Desk operating - 6:00am to 22:00pm, 7 days per week.
CorpTech Service Desk - 6:00 am to 22:00pm Monday to Friday and 8.30am to 17:00pm
Saturday and Sunday
CorpTech Infrastructure Operations 6:00am to 22:00pm Monday to Friday and 8.30am to
17:00pm Saturday and Sunday. Break Fix Support provided 24/7.
The standard hours of operation for the various 2nd level 2 Application and Infrastructure Support
teams are outlined in Appendix A - Extended SupPOrt HQurs by Team.
2.2.1. Exceptions to Extended Support Hours of Operation
15t Pay Cycle
In addition to the standard hours stated above the following additional support hours will apply during
the 1 st pay cycle post Go-live:
OHIC Support Management Unit will provide on-site support for day 13 (Saturday) of the first
Go-live pay cycle from 8:30am - 5pm
OHIC Data Migration resources will be available (on-call) for support issues until the first
Sunday post Go-live.
3. Extended Support Procedures
The extended support procedures in this document reflect the procedures required for the three pay
run period only. These procedures are based on the current CorpTech support procedures. The
procedures (business as usual support procedures) as described in section 2 will be used during the
Extended Support period.
3.1. Incident Management
3.1.1. QH SSP Go-Live Support Desk
The OH SSP Go-Live Support Desk will handle all calls raised by OH SSP end users. Analysts within
the OH SSP Go-Live Support Desk team will assess the calls escalated from OH SSP 1" line support
teams. If the call is assessed to be an incident or defect that is unable to be resolved by the OH SSP
Go-Live Support Desk team (i.e. cannot be resolved via training, reference to work instructions etc)
then the call will be escalated to CorpTech Service Desk for logging in Sims and resolution (as per the
CorpTech Incident Management Process).
3.1.2. Extended support overview
End user identifies
system I process I
training Issue
QH SSP End Users
QH SSP 1 st Line of Support
QH SSP Go-Live Support
Desk
Ves
The GOLive Support desk will indude Solution SME's
responsible 'or analysing all issues escalated via QH
SSP 1" line of support. For issue which are identified 8S
defeds or incidenls the Go-live suppon Desk is the
only path of escalation of defectslincidents to the
CorpTech SeNice Desk
CorpTech Service Desk
QHIC Support Management
Unit
Defects logged via ess Service Desio:. will be
forwarded via SIMS to the QHIC SMU. The defect
management process determines the acceptance of
the defect and assignment 01 severity. QHI C SMU will
reSOlve defects in line with the agreed detect RFC
prOG ss for extended support. warranty tracking is
Included in this process (ie the wamlnty dock 15
slopped). Defect management for on-cell is also
defined in the subsequent detailed process maps.
CorpTech Service Delivery
End user raises
issue with 1
S1
lfle
supportleam
Ves
ue able to
:>---------------------,
No
Escalate Issue to
Go-Uve SupPOrt
Desk
Analyse iSS<Je
Log Issue with
CorpTech SeNlee
Desk
Incident
Management
Procedures
stile Indden, >-,N::O_-.J
a defect?
Ves
DefeCl
Management
(RFC)
Process
OH SSP I - line of support comprises Trainers
and Solution SME's. This group is the onty
path or escalation 0( issues to the Go-live
support desk
ssue resolved via training, referenc
to procedures, process review,
referral to S'NOT
CorpTeCh InCIdent Management Procedures define the
priOliUsabon and management or Incidents and determines
where the incidenlls 10 be directed ror resolution. For
example for connectivity Issues CSS SeNlee Desk will
delermine if the incident Is [0 be escalated [0 QH 10 or CITEC
Incident Management
Procedures
(continued to
resotution)
Release managemenl will ocOJr In line with
the defect and solution management plan
and Release Management Procedures.
warranty traddng Is Included In this process
(ie the warranty d ock is started).
Release
Management
The detailed process maps that describe the tasks associated with the following activities (business
hours and on-call); defect logging, incident management, defect resolution. testing and release
management will be provided as a part of the induction manual for members of the blended team and
Commercial-inConfidence 10 CorpTech
are available at G:110 - Service Managementl1016 - HR Applications Managementl8. Old Heath HR
SolutionlDocumentation
3.1.3. Extended Support Incident Logging
The logging of incidents during extended support will follow the Corp Tech Incident Management
Process. For the period of extended support an additional incident type of defect has been included to
facilitate the logging of defects.
Incidents will be logged via CorpTech Service Desk as per the CorpTech Service Desk Procedures.
Incidents will not be directly logged with the QHIC Support Management Unit. If incidents I defects are
logged directly to OHIC the caller will be provided with the contact number for CorpTech Service
Desk.
Call
Type
Incident I Service
Request Type
Description Log Call by
Incident Fault An interruption 10 the normal service delivery
PhonelEmail
Security An interruption 10 normal service delivery due to a
security event
Phone/Email
Defect As per definition in warranty documents
Phone /Email
Service How To's & General Enquiry A request for information on the service Phone/Email
Requests
Operational/Master Data Request that a lask be completed Phone/Email/Fax
Printer Configuration Setting up or changing of a prinler Email
Password Reset a customer password Email
User Access Add, Change, Delele a users roles in the service Email/Fax
Work
Request
Enhancement A formal request to make a change to any
production solution delivered within the services
offered
Form
Reference: CorpTech Service Desk Procedures
A SIMS overview will be provided at the extended support induction sessions. The SIMS user manual
will be available at G:110 - Service Managementl 1016 - HR Appl ications Managementl8. Old Heath
HR Solutionl Documentation
Commercial-in-Confldence 11 CorpTech
Call Incident I Deacrlption SWOT I QHSSP Go-llve CorpTech Support Desk CorpTech 2'" leve' support I
,
Type Service
Request
Type
Support Desk QHIC Functional and
Technical Support
Incident Fault An interruption to tile nonnal service
delivery.
Forward fault issue to CorpTech
Service Desk
Log request and action fault issue in
line with incident prioritisation
process
Address fault issue or escalate to
third party (eg Citec).
Incident will not be escalated to
QHIC SMU.
Security An interruption to normal service
delivery due to a security event.
Forward security issue I event to
Corp Tech Service Desk
Log request and action security
issue I event in line with incident
prioritisation process
Address security issue I event
Incident will only be escalated to
QHIC SMU in the case of a security
related defect.
Defect A defect is identified Forward defect issue to CorpTech
Service Desk
Log defect and action in line with
defect management strategy and
defect prioritisation
Defects are actioned by QHIC SMU.
Agree defect in line with defect
management amd escalation
process, action defect in line with
defect severity and defect
management strategy.
Service
Requests
How To's &
General
Enquiry
A request for information on the
service.
Assess request for information and
direct to SWOT I Training Team I
BA's. If not resolved by SWOT
forwarded to CSS Service Desk for
action.
Log request and forward to relevant
business area for information I
resolution
N/A
Operationall
Master Data
Request that a task be completed Assess operational task request and
forward to appropriate area (eg
CorpTech Service Desk, Payroll
Bureau, Application Services)
Log request for traceability and
assist with escalation as required
Provide assistance where required
to complete operational task
A change to master data Forward master data change request
to Corp Tech Service Desk
Log request and action change to
master data request in line with
incident prioritisation process
-
Process master data change request
Process master data change request
(Note: only if operational task is
aligned to defect management or
pay run support. no BAU support will
be provided by QHIC SMU)
I
Call
Type
Incident I
Service
Request
Type
-
Printer
Configuration
Password
User Access
Work
Request
Enhancement
Description
Setting up or changing of a printer.
Reset a customer password.
Add. Change. Delete a users roles in
the service.
SWOT I QHSSP Go-llve
Support Desk
Forward printer configuration request
to Corp Tech Service Desk
Forward password reset to
Forward user access request to
CorpTech Support Desk
Log request and action printer
configuration request in line with
incident prioritisation process
Log request and action password
reset in line with incident
Log request and action user access
request in line with incident
CorpTech 2
nd
level support I
QHIC Functlonallnd
Technical Support
Infrastructure Operations process
printer request.
QHIC SMU.
N/A
N/A
QHIC SMU.
3.1.4. Incident Prioritisation' Process
Incident prioritisation follows the process as outlined in the CorpTech Customer Procedures Manual
(version 1.0, page 11) the prioritisation of incidents is described in the urgency/impact matrix
guidelines.
Reference: CorpTech Customer Procedures Manual
3.1.5. Extended Support Escalation Process
Where an incident requires escalation the following path will be followed for each call/incident type.
These incidents are for the OH HR Solution Application only (not infrastructure faults).
The Support Management Committee will act as an escalation path for any issues and defect in
dispute. The OH HR CAB (a function of the Support Management Committee) will provide the
approval for defects to the resolved and released during extended support.
The process for the OH HR CAB defect development approval and approval for release will be
detailed in the OHIC induction manual available at G:\10 - Service Management\1016 - HR
Applications Management\8. Old Heath HR Solution\Documentation.
3.1 .5. 1. Extended Support Escalation
escalation Forum Frequency IBM COrpTKh QHSSP QHEST
Level
I
4 Project Board As required I Bill Doak Margaret Berenyi Janette Jones Brigid Bourke
Mark Dymock Philip Hood (Adviser) Bob McDonald
James Brown Sylvia Chapman
(Adviser) Roger Petersen
Terry Burns
Tony Price
Naomi du Plessis
Michael Kalimnios
3 Project Directorate Fortnightly Mark Dymock James Brown Janette Jones Roger Petersen
(Tuesday after Phillip Hood Terry Burns
Pay Run) Jane Stewart Tony Price
Malcolm Campbell Naomi du Plessis
Pierre Pienaar
2 Support Daily for first pay Support I Defect Support I Defect Support Manager Support Manager
Management run then twice Manager Manager
Committee per week (in line Release Manager
(QH HR CAB) with release (Adviser)
management)
1 Daily Support Status Daily Support Lead Support Lead Team Leads Team Leads
Meeting' Team Leads
'For the first daily support status meeting a representative from CITEC will attend. CITEC's representation at these meetings during extended support will
then be on an as required basis.
The governance structure for extended support is the Support Management Committee, the Project Directorate and the Project Board. If issues arise during
extended support and they cannot be reso'ived in the daily extended support management meeting or in the suppor:! management committee then the issue
will be escalated' to the Project Directorate for resolution. If resolution is unable to be achieved at the Project Directorate the issue will be referred to the
Project Board.
3.1.5.2. Extended Support Escalation Path
Comprised of representatives from:
'Membership as per
QH SSP Go-Live Support Desk
current Project
QHIC SMU
Directorate
/,. C."~ ~ " " .,"'.'_"'
r
Daily Extended
Support Status
Meeting
Purpose:
Daily review of
extended support
and escalation of
issues as required
Extended Support
Management
Committee
Purpose:
Escalation path for
daily meeting for
any unresolved
issues or defects
in dispute
Project Directorate
Purpose:
Escalation path for I
issues and defects
in dispute
Project Board
Purpose:
L-
Final point of
,.
escalation and
resol ution of
issues for
extended support
-:--QH SSP Go-Live Manager
QHIC SMU Defect
\ Membership as per
\
Manager
current Project Board
CorpTech Support Director
QHEST Support Manager
-
3.2. Request for Change Process
Defect management during extended support will be handled via the CorpTech Request for Change
Process for Extended Support.
The QHIC Support Management Unit will only be required to participate in the request for change
process for defect management (rectification). Service and Work Requests during the extended
support period will be addressed by CorpTech.
While system enhancements can be raised by QH SSP / QH (through the work request process) with
CorpTech during the extended support period they will not be addressed / resolved during the
extended support period.
3.2.1. Defect logging
During extended support defects will be logged via the CorpTech Incident Management process. The
full details of the defect are required to be provided at the time of incident logging.
CorpTech Service Desk will assign the defect (via SIMS) to the QHIC Support Management Unit
Defect Manager for analysis. If the SIMS record is identified as a defect, a Request for Change form
will be completed, by an authorised CorpTech team member in the QHIC Support Management Unit
In the case where insufficient details are provided the defect will be returned to CorpTech Service
Desk for further investigation/data gathering.
3.2.2. Defect analysis
The QHIC Defect Manager will analyse the defect and confirm the validity of the defect (and defect
severity) or whether the defect is a new requirement. On confirmation/acceptance of a defect the
QHIC Defect Manager will assign a severity rating to the defect and update SIMS. A Request for
Change (RFC) form will be completed by a CorpTech staff member in the QHIC SMU and a defect
record (RFC Number) in Quality Centre opened once the RFC is approved. The defect acceptance
and assigned severity will be communicated at the daily extended support status meetings.
For defects that have been agreed as new requirements, at the request of the customer, an impact
analysis will be prepared and a change request prepared for actioning the new requirement.
3.2.2. 1. Defect Severity Definition
The defect severity definition will follow the categories as described in Schedule 26.
The table below defines the severity levels.
Severity
Levet
Definition
1
URGENT
The Application, or an essential part of it, is unavailable and is critically
impacting the business. No workaround is available for the problem. For
example:
(i). Essential function not working at all, no practical workaround
(ii). Critical Program aborts or stops
(iii). Critical Application unworkable
(iv). Database corruption
(v). Essential component missing
2 The Application, or an essential part of it, is not working or working with
HIGH reduced functionality. However, the defect is not seriously impacting the
business because there is a practical workaround. For example:
(i). Essential function severely restricted
(ii). Essentialrunction not working, practical workaround available
3
MEDIUM
Defect in mainstream day to day function that does not render the function
unusable but prevents a related function from completinQ correctly.
4 Defect in a non-mainstream day to day function that does not render the
LOW function unusable but prevents a related function from completing correctly
or a Severity Level 3 Defect that has been rectified by a practical
workaround .
Reference:
Schedule 26 (QHIC Contract)
To assist with the determination of defect severity the following mapping of Incident priority against
defect severity level is provided.
DelTnltion
The Application, or an essenti al part of it, is unavailable and is critically
impacting the business. No workaround is available for the problem. For
example:
(vi). Essential function not working at all, no practical workaround
(vii). Critical Program aborts or stops
(viii). Critical Application unworkable
(ix). Database corruption
Essential component missing
The Application, or an essential part of it, is not working or working with
reduced functionality. However, the defect is not seriously impacting the
(iii). Essential function severely restricted
Essential function not working, practical workaround available
The Application, or an essential part of it, is not working or working with
reduced functionality. However, the defect is not seriously impacting the
(iv). Essential function severely restricted
Essential function not working, practical workaround available
Defect in mainstream day to day function that does not render the
function unusable but prevents a related function from completing
correctly.
Defect in a non-mainstream day to day function that does not render the
function unusable but prevents a related function from completing
correctly or a Severity Level 3 Defect that has been rectified by a
practical workaround.
How PrIorIty will be
managed
PrIority
Level
Respond Immediately
and sustain effort
using all available
resources until
resolved
1
2 Respond immediately,
assess the situation
and may interrupt
other staff working on
low or medium priority
jobs for assistance
3 Respond using
standard procedures
and operating within
normal supervisory
management
structures
4 Respond using
standard operating
procedures and as
time allows
Negotiate with
customer/client on
management and
timeframes
5
Defect
a.verlty level
1
URGENT
2
HIGH
3
MEDIUM
3
MEDIUM
4
LOW
3.2.3. Defect Management Request for Change Approvals
For defect management during extended support the approvals required are as follows:
Defect bpe_ Approval required
Severity 1 Business Hours:
OH HR CAB
After Hours/On call:

For Severity 1 Defects can be convened out of session (i.e. via email or
teleconference)

For emergency Severity 1 Defects (eg that will impact next pay run) email
approval by Director HR Applications CorpTech or Director, OH SSP can
be provided
OH HR CAB
After Hours/On calt
Not Available

ADG/ADG Delegate Authorisation only required
After Hours/On call:

Not Available

ADG/ADG Delegate Authorisation only required
After Hours/On cal l:

Not Available
3.2.4. Defect Management Request for Change Approvers
The following is a list of approvers available for change requests approvals for Severity 1 and 2
defects during extended support.
Defect Severity Team Support Times Contact DetaIlS
Severity 1
Emergency
Release
CorpTech Business Hours Jane Stewart Phone: 0418 754 292
Email:
jane.stewartt!!lcorotech,Qld.oov.au
On-call Primary Jane Stewart Phone: 0418 754 292
Email:
jane.stewartt!!lcorotech.ald.qov.au
On-call
Secondary
Phillip Hood Phone: 0417 143 590
Email:
phillip.hoodt!!lcorotech.qld90v.au
OH SSP Business Hours Janette Jones Phone: 0418 752 646
Email:
ianette ionest!!lhealth.ald.qov.au
On-call Primary Janette Jones Phone: 0418 752 646
Email:
janette jones@health.qld.gov.au
On-call
Secondary
Jo Boland Phone: 0402 007 847
. Email:io bolandt!!lhealth.ald.aov.au
OHIC SMU Business Hours Jason Cameron Phone
JSl!Q!! .z.cameronll!Jcomtech. gld.gov.a
],I
On-call Primary Jason Cameron Phone
JasonLcameron@corotech .gld.gov.a
>!
i
Timed Relea'ie
I 2
Emergency
Release
OHEST
OHEST
Mark Dymock
Business Hours Naomi_du_Plessis
On-call Primary NaomLdu_Plessis
On-call
Secondary
Pine Pinear
Business Hours Janette Jones
Business Hours Jason
Mark Dymock
Secondary
Phone: 0407 173827
Email:
naomi_duylesssis@health.qld.gov.a
u
Phone: 0407 173 827
Email:
naomi_duylesssis@health.qld.gov.a
u
Phone: 0408 159480
Email:
Email:
phillip.hood@corptech.qid.gov.au
Phone: 0418
Email:
Email:
phillip.hood@corptech.qld.gov.au
Secondary
OH SSP Business Hours Janette Jones IPhone: 0418 752 646
IEmail :
janette i.ones@health.qld.qov.au
On-call Primary Janette Jones IPhone: 0418 752-646
Email :
janette jones@health.qld.gov.au
On-call
Secondary
Jo Boland Phone: 0402 007 847
Email :jo boland@health.qld.gov.au
OHIC SMU Business Hours Jason Cameron Phone
,!sl!QnL!<l!meron@oomtech.!I!d.gQl1.a
11
On-call Primary Jason Cameron Phone
JasonLcameron@oomtech.gld,gQl1.a
l!
On-call
Secondary
Mark DymocK Phone
Mark,dymock@corptech,qld.gov.au
QHEST Business Hours NaomLdu_Plessis Phone: 0407 173 827
Email:
naomLdu_plesssis@health.qld.gov.a
u
On-call Primary NaomLdu_Plessis Phone: 0407 173 827
Email :
naomi_duylesssiS@health.qld.gov,a
u
On-call
Secondary
Pine Pinear Phone: 0408 159 480
Email :
Pierre 'lld,Qov.au
3.2.5. Defects in dispute escalation
Where a defect is in dispute and an agreement cannot be reached on:
classification of the incident as a defect
classification of the incident as new requirement
the defect severity assigned
an impact assessment will be prepared by the OHIC Support Management Unit defect manager,
Defects in dispute will be tabled for information purposes only at the Daily Support Status Meetings, '
A defect management meeting will be held daily between OHIC Support Management Team,
CorpTech and OH SSP to resolve any defects in dispute, If resolution is unable to be gained at this
meeting the defecUs in dispute will be escalated to the Project Directorate for resolution, If resolution
is not able to be achieved at the Directorate the issues will be referred to the Project Board,
3,2,5, 1,
Defect Target Problem Resolution Time Frames
Problem
Severity
Action will
begin within '"
To correct the
problem, the
support team
will work ...
While working on a
response, the
Contractor will update
the Customer
Maximum
Resolution
Time
1 (Urgent) 30 minutes Extended hours Every 30 mins verbally
and in writing at
resolution
4 hours to
rectify and
24 hours to
resolve
Problem
Severity
Action will
begin. within ...
To correct the
problem, the
support team
will work ...
While working on a
response, the
Contractor will update
the Customer
Maximum
Resolution
Time
2 (High) 2 hours Normal workday Every 4 hou rs 2 days
3 (Medium) 2 working days Normal workday Every 1 day 5 working
days
4 (Low) 5 working days As time allows When resolved 15 working
days
The defect resolution will be conducted in line with the service level agreement for extended support
as per Schedule 26.
Resoluti on of the defect for the purpose of meeting extended support SLA's for defect resolution is
defined as the point at which the defect is ready for release unless otherwise agreed.
3.2.6. Defect tracking for warranty purposes
Defect tracking for the purpose of warranty will be conducted in Quality Centre. Quality Centre
Production will be established to track defects raised from the commencement of extended support
(go-live) to the third pay run (six weeks duration).
Disputed items which are not addressed via the Extended Support Request for Change process will
be recorded in the impact assessment log. The impact assessment log will record all defects raised to
the QHIC SMU (ie agreed and disagreed defects).
Defect tracking for warranty purposes will be recorded in a defect warranty log. The details regarding
the use of this log are contained in the extended support induction pack. The defect warranty log will
be a shared document; however access to update will be restricted to QHIC SMU and CorpTech
Defect Manager/s and Coordinator/so
Standard QC reports will be available to provide updates on resolution of defects opened during
extended support. These reports will also be used for tracking of defects for the purpose of warranty.
No new reports will be developed for the tracking of defect resolution during extended support.
3.2.7. Request for Chang,e Process for Extended Support
QHIC RFC Change Process for Extended Support
I
I I
i
1nIDr:nar..... if,
......
.....

r
- - ---
a

0

""7
.i
1
1
,
1
1
I,-m'" I
l .
11'::11
IUpdate RI'"C Ic. I &
1 R.....,u.(I"
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1
;
!
1
i
0 1
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1

1
;;
1

I
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a
i
if
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Commerci<llinConfidence 23 COrpTech
3.2.7. 1. Defect Management (RFC) Business Hours
Defect Management (RFC) - Business Hours
.>:
'"
Q)
-eO
Incident Incident
8.i'l
Management

Management
g- '2:
Process
a defect?
Process
m(j,
(steps 2.1 to (sieps 2.5
=.c
2.5)
No
onwards)
Q) 0
> .,
.,1
-'a. Yo.
5
0
t_
No
8.ffi

a.EE
" Q) '"
Analyse s the inciden RFC fonn
-.
Conduct impact log Defect in
f-
Resolve
f-+
Update
-0
Release
m '" ., Defect a defect? competed assessment CC Defect QC and SIMS Management

I'"
a:>
No

t
8.

" E '"
rJ) IV .S Status
"0 ",-
Meeling
., '" .,
"Oe"
e",:>

w
Ye,
Q)
0>

RFC
e- Approval
'" e
Registration
r
.c Q) procedure Approved?
o E
Ye,
Procedure
.c Q)
0'"
Q) '"
No
I- e

0 Reject RFC
process
3.2.7.2. Defect Management (RFC) On-call
Defect Management (RFC) - On-call

"
f
"
c.

0'"
u:il
to
Incident
Management
Process
(steps 2.110
2.5)
a defect? No

Incident
Management
Process
(steps 2.5
onwards)
Ye'
Notify Defect
---+
Manager
Notify
CorpTech
f----->
defect approver

g-
(/)"

0;
>
-'
"
E
'"
l
'"
e
E
'"
Ol
'"
c
'"
::;:
'"
t
0
CL
CL
::J
(fJ
U
I
a
Ye,
Analyse s the inciden
Defect RFC
sev17
No
Refer to Defect
Manager for next
WOrking day
Log Defect in
QC r-------
Release
Management
formal approval and
proces7
Update
ac and SIMS
Resolve
Defect
Forward RFC and
---+i defect resolution for
3.3. Release Management during extended support
3.3.1. Approved release management
Two types of releases will be available during the extended support period:
1. Timed Release: A timed release occurs in the Production Support landscape. This release
type is where Production Support changes are collated into a controlled migration into
Production at a designated time via the production support landscape. Timed releases are
handled by CorpTech Project Delivery personnel.
2. Emergency Release - An emergency release is carried out in the Production Support
landscape. Emergency releases are handled by the CorpTech Project,Delivery personnel and
consist of a correction to a known problem which has been determined by the Change
Management Process to be high severity, generally a severity 1 or 2.
The defect and solution management plan provides the approach for approved releases following go
live. Time releases outside of the defect and' solution management plan approach are not
recommended during extended support.
Timed releases will< be on Day 2 of each pay run (with part of day 3 available for cont ingency) and will
follow the CorpTech Release Management Strategy, Standards and Processes.
Emergency releases will be made to the production environment on agreement with CorpTech.
Emergency releases will follow where possible the CorpTech Request for Change for Extended
Support process any changes to this process for the implementation of emergency releases will be
agreed with CorpTech.
The QH HR CAB will provide approval for defect design/build to occur in the support development
environment. The defect design will be approved to move into testing by the QHIC Test Lead. Once
testing has completed the approval for the tested defect to move into pre-production will be provided
to the Release and Environment Management Team from the QH HR CAB email (approvers or
delegates). The QH HR CAB will only be involved in the release decision should issues arise with the
fortnight release schedule or the release of the defect.
Manual replicat ion of changes are required in the Release Landscape 48 hours after the
implementation of the change into the Production environment. This is to be perfomned by CorpTech
staff involved in the QHIC Support Management Unit.
The following release approach is additional to the defect management plan.
Defect
SeveritY
Payrun 1 Payrun 2 Payrun3
Severity 1
Emergency release only
available
Emergency and timed
release
Emergency and timed
release
Severity 2
Emergency release only
available
Emergency and timed
release
Emergency and timed
release
I Severity 3
Release not recommended
during payrun 1
during payrun 2
during payrun 3
Severity 4
durinQ payrun 1
during payrun 2
durinQ payrun 3
3,3.2. Extended Support Technical Landscape
QHIC will utilise the Production Support Landscape illustrated below to perform extended support
activities.
References
QH HR Solution Migration and Release Management Handbook for Production Support
CorpTech Release Management Strategy, Standards and Processes
CorpTech Release Management Workbrain Environments and Migration Strategy
DEVB.Ja FIIUI
B
.w
_It
,.a_.
-
SAP
Produc:tlo
SuppOft
W"'""
""""'op.....
111.1_-
..11.- ....
i:ptem ,
lnIewation
T..u\JAT
.
.......
lO(woG)
Pr_.
S;,stem '
Hewatlon
SuppOft
Slroam

TutlUAT
ooa_TIMtW
OXIQ'ta-A"
"""'
_.o.
-
$)stem .&
Production
SUppOft
"'e,..,
Ftrdlc:nW
O_.... IIC
-

T.stJUAT
.............

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CWK.-I11!1'''
,..-,..
r-Th.JI
._----------------------------------------------------------_.'
._..
...
,..........
Po.
"'.
I'TcdJcl.ion

. ._-.-T
"'.
"'_on
0_
OXM....."
ox.....-..,
P,.
Production
Produolion

ow.
QH HR Production SURRort
For activities occurring in each of the client systems, refer to the QHIC Transport and Release
Hand book document.
Appendix A - Extended Support Hours by Team
- ..
QHIC Fortnightly Pay Cycle
1 2 I 3 4 5 6 7 8 9 10 11 12 13 14
Tuesday _ Wednesday Thursdav Friday Saturd...}' _ Sunday _ Monday' J u ..day Wednesday. Thursday . Friday Saturdav Sunday
On
08.00 -17.00 08:00- 17.00 I08'00-17:00 08.00 - 17:00 08:00 17:00 nla nla 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:00 17:00 nla nla
SAP functional
Site
(OM, HR, ?VI
On 00 0000:00 00:00 - 08'00 I06:00 - 0800 06.00 - 08.00 06:00 - 08:00 08 30 OS.30 06'00 - 08'00 I 06'0008'00 06:00 - 08:00 06:00 - 08:00 00:00 - 08:00
06:00 24:00 06:00 - 24 00
Call 17 '0022:00 17:00 - 22'00 17:00 - 22:00 17:00 - 22:00 1700 22:00 17:00 17:00 17:00 - 22:00 I 17:00.22:00 17:00 - 22:00 17:00 - 24:00 17:00 - 24:00
I
On
08:00 17:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:0017:00 nla nla 08:00 - 17:00 08:00 " 17:00 08'00 - 17:00 08:00 - 17:00 08:00 - 17:00 n/ a nla ,
Site
1 SAP Functional (HRfFI)
_..
f-
I
On
17:00 - 19:00 nla nI. n/a nI. nla nla nla nJa nla nla n/a nl. nI.
e.1I
-
On
08:00 17:00 08:00 - 17"00 08.00 - 17'00 08:00 - 17;00 08:00 - 17:00 nla nla 08:00 - 17:00 08:001700 08:00 - 17:00 08:00 - 17:00 08.00 - 17.00 nI. nI.
Site
Workbraln Functional
On 06:00 . 08:00 00:00 - 08'00 06:00 - 08'00 06:000S:00 06:00 06:00 08:30 08'30 06:00 . 08:00 06:00 . 06:00 06: 00 . 08:00 06'00 - 08'00 06:00 - 08:00
OMO - 22:00 06:00 2200
Call 17:00 - 22:00 17:00 - 22:00 17:00 - 22'00 17'0022;00 17'00 22.;00 H :OO 17:00 17:00 22'00 17:0022'00 17:00 - 22: 00 17:00 22:00 17:0022:00
-
-
I
On-
OS'OO - 17:00 08:00 - 17:00 08'00 - 17:00 I 08:00 - 17:00 08:00 . 17:00 nI. nI. I 08.00 - 17:00 08:00 - 17:00 0$:00 - 17:00 08:00 - 17:00 ! 08:00 17:00 n/, nI.
Site
SAP Technical (ABAP) -. ---.
06:00 - 08:00 I 00:00 - 08:00
+
On 00.00 - 08:00 06:00 - 08;00 06:00 - 08:00 06:00 oa:OO 06:00 08:00 08:30 08:30 06:00 - 06:00 06:00 - 08:00 00 00- 08'00
06:00 - 24'00 I 06:00 _ 24:00
Call 17:00 - 22:00 17:002200 '7:00 - 22:00 17:00 - 22:00 17:00 - 22:00 17:00 17:00 17:00 - 22:00 17:00 - 22.00 lH)Q - 17:00 - 17.00 - 24.00
On.
08:00 - 17:00 08:00 - 17:00 08.00 - 17:00 08'00 - 17:00 08'00 17,00 nJ. nla 1 08:00-17:00 08:00 17:00 08'00 - 17:00 08:00 - 17:00 08.00 -17 00 nJa nla
Site
SAP XI Development
On-
n/a nla nI. nI. nI, nla nI. nI, nla n/s 17'00 - 21:00 17:00 - 20:00 17:00 - 20:00 12:00 - 24:00
Call
T
-
On
,
Site
08.00 - , 7:00 00'00 - 17:00 08:00 - 17:00 08:00 17:00 08:00 - 17:00 niB nJ, 08:00- 17:00 I 08:00-17,00 08:00 - 17:00 : 08:00 - 17: 00 08:00 - 17:00 ,'a ,',
Workbrain Technical - ------- - --.. ._---- j
-
.. -
On 06:00 011:00 06:00 - 08:00 06:0008:00 06:00 - 08'00 06:00 08:00 08:30 I 08:30 00:00 08:00 i 06:00 - 08.00 06:00 - 08:00 00:00 - 08:00 06:00 - 08:00
06:00 - 22:00
Call 17:00 - 22:00 17:00 22:00 H:oo- 22:00 17:00- 22:00 17:00 - 22:00 17:00 I 17:00 17:00 - 22:00 J 17.00 - 22:00 17:00 - 22:00 17:00 - 22:00
17:00 . 22:00 : 00:00 - 22:00
-
L._ ._
-
.-...
c-----;r
On
08'00 - 17:00 08:00 - 17:00 08.00 - 17:00 08: 00 - 17:00 08;00 -17 00 nla n/il OS'OO - 17'00 08:00 - 17.00 08:00 17:00 08:00 - 17:00 08:00 - 17:00 n/, nJa
Testing
Site
-
(SA P & Workbrain)
On
nla n/a nla n/a nI, n/. ola n/. n/. nla nla nla n/a nla
COlli
:---
On
, 08:00 - 17:00 08:00 - 17:00 08:00 -1 7:00 08:00 - 17:00 08:001700 nla nJa 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08:0017:00 ,Va n/,
Usor Access (Security)
Site
(SAP & Workbrain)
On
i
nla nI, nI. nla nla nla nI, nla nla nI, nla nla nla nla
Call
I
On
08.00 - 17:00 08'00 _ 17'00 08:00 - 17:00 08:00 -17 00 08.00 . 17'00 nI, nla 08:00 - 17:00 08:00 - 17:00 08:00 - 17.00 08:00 - 17"00 08:00 - 17:00 nI, nla
Release and Environment
Site
Management Team
On 00:00 08.00 00:00 06:00
17.00 -18'00 nla nla nJa nla nfa nla nl,
06:00 - 08'00 00:00 - 08:00
06:00 - 24:00 06:00 _ 24:00
Call 17'00 - 22'00 17:00 18:00 17:00 - 17:00 - 24:00
Go-live Support Desk
On
08:00 17,00 08:00 - 17:00 08:00 - 17:00 08:00 - 17:00 08'00 17 00 nfa nla 08:00 - 17.00 08:00 . 17:00 08:00 - 17:00 08:00 - lHJO 08:00 - 17:00 nI, nI,
(IBM only) t
Site
On-call provided by 20<1 Level i on- Provided by Provide<! by Provided by Provided by Provided by
Provided Provided
Provided by Provided by Provi ded by Provided by ProVided by Provided by Provided by
by teams by teams
Support Ca ll teams above teams above leams above teams above teams above
above above
leams above learns above l earns above teams above teams above Leams above teams above
Commercial-ln-ConfKIence 28 CorpTeCh
On 06'00 00:00
,
06.00 - 22:00 06-00 22.00 06:00 - 22:00 06:00 - 22:00 06:00- 22:00 06:00 - 22:00 06:00 - 22;00 06:00 - 22:00 06:00 22:00 06:00 - 22:00 06.00 22:00 06:00 - 22:00
Go Live Support Desk (CT,
Site 22:00 22:00
SSP and QHEST)
On
nI. nI. nI. nI. nJa nI.
Call
nla nJa nI. nla nla nJa nla nJa
On
08:00-17.00 08.00- 17.00 OS-Oo 17'00 08:00 -17:00 08:00 - 11:00 nla nJa 08:00 17:00 08:00 - 17:00 OS'OO 17:00 08:00 - 17:00 08:00 - 17:00 nI. nI.
Site
On 6.00 - 8-00 6:00-8"00 6:00-8:00 8.00 -8:00 6:00-8:00 08:30 08:30 6'00 -8:00 6:00-8:00 6:00 -8:00 6:00 -8:00 6'00- 8:00 08:30 - 17:00 08.30 11 :00
Call 17:00 -22:00 1700 - 22:00 17.00-22:00 , 7:00 22:00 17 '00 - 22:00 17.00 17-00 17:00 - 22:00 17:00 - 22:00 1700 -22:00 17:00 22-00 17.00 22:00
On
080017'(lO 08:00 1 7'00 08-00 - 17:00 08:00 - 17:00 0800 - 17:00 nla nla 08:00 - 17 00 08:00 . 17:00 08:00 - 17.00 08:00 - 17:00 08:00 - 17:00 nI. nla
Infrastructure Operations
Sile
(Network Support)
On 00:00 . 08.00 00'00 08.00 00'00 08:00 00:00 - 08:00 00:0008:00 00'00 00:00 00;00 08:00 00:0008:00 00'00 . 08:00 00:00 - 08:00 00.-00 - 08:00
00:00 - 24:00
,
00:00 - 24.00
Call 17.00 - 2400 17:00 - 24"C10 17:0024.00 17:0024 00 17:00 . 24:00 2400 2400 17'0024:00 17'00 24.00 17:00 - 24'00 17:00 24.00 17:00 - 24:00
On
08.00 - 11:00 08.00 17:00 08.00 - 11"00 06:00 - 11:00 08.00 1 7"00 nla nla OS'OO - 11 00 OS'OO - 17:00 OS.OO - 11:00 OS' OO 17:00 08:00 11.00 nJ, nI,
CHID Sit.
(OH Network and
On 00:00 - OS:OO 00 0008'00 00:00 - 08:00 00:00 00:00 - 08.00 00:00 - 08'00 00'00 - 08:00 00:00 . 08:00 00'00 _ 08:00
Citrix Support) 00:00 08.00 00:00 . 08:00 00:00 .
00-00 24:00 00:0024:00
Can 11.00 2" -00 17:00 - 24:00 11:00 24:00 11.00 - 2400 l1'C)Q - 24:00 24.00 2400 17:00 - 24.00 11:00-24 00 11:00 - 24.00 17-00 - 24:00 11'00 2400
CommerClal-in-Confidence 29 CorpTech
. Day
Level of
Support
Resources
Very High
Event
Support
Call Type
QHIC Extended Support Blended Team
1 Monday Final Pay Run Service Request
Defect
Priority 1 master data changes only Will be addressed
Defects will not be address during the final pay run unless they are assessed to be
Severity 1 impacting the final pay run
All other defects will be addressed the next working day as BAU
Update request Update requests will not be addressed during the final pay run unless they are
assessed to be Severity 1 issues impacting the final pay run
2 Tuesday High Service Request Master data changes will be addressed in line with the incident prioritisation process
as BAU
On-call support will not be available for service requests (i.e. master data changes)
Defect Defects will be addressed in line with the defect management plan as BAU
On-call support will be available for Severity 1 defects
Update request Update requests will be addressed as received and based on the incident
prioritisation of the request as BAU
3 Wednesday Medium Service Request Master data changes will be addressed in line with the incident prioritisation process
as BAU
On-call support will not be available for service requests (i .e. master data changes)
4 Thursday Medium tnterim Pay Run (Start) Service Request Master data changes will be addressed in line with the incident prioritisation process
Appendix B Incident I Defect Management during pay runs
During extended support on call support will only be available for Severity 1 defects and Priority level 1 incidents. All other issues will be dealt with during
normal working hours. The following table outlines the focus of the QHIC Support Management Unit during the 14 day pay cycle during extended support.
Note: Incidents (fault and security) will not be address by the QHIC Team.
_.
Level of Support
Day Support Event
Can Type
Resources
- - '
as BAU
On-call support will not be available for service requests (i.e. master data changes)
On-;oall support will be available for Severity 1 defects
5 Friday Medium/High Interim Pay Run Service Request Master data changes will be addressed in line with the incident prioritisation process
(Completion) as BAU
Update request Update requests wilt be addressed as received and based on the incident
6 Saturday On-call only Service Request On-call support will not be available for service requests (Le. master data changes)
Defect On-call support wilt be availabte for Severity 1 defects only
Update request On-call support will not be available for update requests
7 Sunday On-call only Maintenance Window Service Request On-call support will not be available for service requests (Le. master data changes)
Defect On-call support wilt be available for Severity 1 defects only
Update request On-call support will not be available for update requests
8 Monday Medium Interim Pay Run (Start) Service Request Master data changes will be addressed in line with the incident prioritisation process
as BAU
On-call support will not be available for service requests (Le. master data changes)
I
i
Level of Support
Day Support Event
Can Type
Resources
-
-
9 Tuesday High Interim Pay Run Service Request Master data changes will be addressed in line with the incident prioritisation process
(Completion) as BAU
On-call support will not be available for service requests (I.e. master data changes)
10 Wednesday Medium Service Request Master data changes will be addressed in line with the incident prioritisation process
as BAU
On-call support will not be available for service requests (I.e. master data changes)
11 Thursday Medium Interim Pay Run (Start) Service Request Master data changes will be addressed in line with the incident prioritisation process
as BAU
12 Friday High Interim Pay Run Service Request Master data changes will be addressed in line with the incident prioritisation process
(Completion) as BAU
On-ca.J1 support will not be available for service requests (I.e. master data changes)
,
Level of
Day Support Event
Resources
13 Saturday High (Remote SS P Data Changes
Support) and Time and
Attendance changes
14 Sunday Very High Pay correction and final
(Remote processing
Support)
Support
Call Type
Service Request
Defect
Update request
Service Request
Defect
Update request
...
-
-
Priority 1 master data changes only will be addressed
Severity 1 impacting the final pay run
All other defects will be addressed the next working day
Update requests will not be addressed during the final pay run
Priority 1 master data changes only will be addressed
Seventy 1 impacting the final pay run
All other defects will be addressed the next working day
Update requests will not be addressed during the fInal pay run
Appendix C Extended Support Roles and Responsibilities
-
Team PosItion
-
.
Roles and Responaibllitles
-
.-
CorpTech Change
Management
Change Manager Prepare RFC
Update share point with RFC and outcomes of RFC approval
Document RFC approval
Communicate RFC approval to OHIC blended team members
CorpTech Support
Management
Support Manager Attend OH HR CAB
Attend Support Management Committee
Approve defects for design and build (in OH HR CAB)
Approve release of defects into pre-production
Approve support access to production environment
CorpTech Shadow
Support Management
Team

Manager
SAP Manager
Work with OHIC Support Manager to pnioritise teams workload
Shadow SAP and Workbrain functional team leads
Provide workload direction to CorpTech team
Attend daily extended support status meetings
Participate in communication of migration and release approvals to Release Environment and Transport
Management Team
Approve support access to environments (in line with responsibilities)
QHIC Support
Management Unit
Support Manager Prioritise teams workload
Attend OH J.lR CAB
Attend Support Management Committee
Approver defects for design and build (in OH HR CAB)
Approve release of defects into pre-production
Defect Manager To agree all defects, assigned defect severity and approve defect resolution to commence
Prioritise defect resolution
Prioritise teams workload
Defect
Coordinator
Calli On-call
To prepare all lA's
To update IA log
To create defects in QC
To update warranty log
To submit RFC to Corpliech Change Management
To review QHIC SIMS queue
officer
Team Lead
Functional
To alert defect coordinator of defects for IA
To act as first point of contact for on-call defects
To conduct initial lA's for on-call severity 1 defects
To contact resources for on-call defect resolution
To agree extended support roster with team
To manage extended support roster
To manage team workload in line with direction from defect manager
To review SIMS Queue
To assist with IA development
To consult defect manager for defect resolution prioritisation
To attend daily extended support status meetings
To update QC with defect resolution
Consultant
Technical
To update SIMS with defect resolution
To work on prioritised defects '
To provide on -call support for severity 1 defects
To provide ' how to' assistance as required (and prioritised)
Consultant
Blended team
To update SIMS with defect resolution
To work on prioritised defects
To provide on-call support for severity 1 defects
To provide 'how to' assistance as required (and prioritised)
To monitor pay run I batch jobs as per monitoring schedule
members To update SI MS with defect resolution
To work on prioritised defects
To provide on-call support for severity 1 defects
To provide 'how to' assistance as required (and prioritised)

Appendix 0 Team Structure - Extended Support
Support Management Team Lead Team Members QHIC Team Members CorpTech
Jason Cameron Karmen Hell muth Marilyn Rowden
Michelle Williams Robert Collins
Juanita Hagstrom
SAP Functional Team Lead Team Members QHIC Team Members CorpTech
Andrew Gibson Gert Maritz Brian Cox
Robert Collins
(Shadow) Paul Boylan Leanne Davidson
TraceY' Osborne Anurag Somani
Robert Henderson
Contractor
Evelyn Wagner (Security)
SAP Technical Team Lead Team Members QHIC Team Members CorpTech
Nelson Hancock Maria-Leena Arponen Chris Contala
Murray Brown Prema Kota
Surya Reddy Danny Tall uri
ShashiYanati Ian Harris
Workbraln Functional Team Lead Team Members QHIC Team Members CorpTech
Nibn Deshmukh Brendan Pollock Damien Barwell
Manlyn Rowden
(Shadow) Nathan Hulse Contractor
Gareth utile Contractor
Bill de Krester (Secunty)
Contractor
Workbra.i n Technical Team Lead Team Members QHIC Team Members CorpTech
Chris McNamara Ryan Bennett Garv Quartemnain
Ranald McKillop Timothy Jones
Malcolm Fong David Foster
HRFI Team Lead Team Members QHIC Team Members CorpTech
N/A Cathy LI Arun Tanwar
Rod Taylor
TestinCl Team Lead Team Members QHIC Team Members CorpTech
Brett Corbett Jeff Delisser Bill Allen
Sharon Mayfield-Smith Patri k BerQer
Sarah CumminQs
Michael O'Reagan
Data Migrat ion Team Lead Team Members QHIC Team Members CorpTech
Nick Darby Wendy Nunn TBC
Raminder Josan
Amold Scott
Martin Thow
Commerci al-I n-Confidence 36 CorpTech
This Page has intentionally been left blank
Queel15llnd
G ~ o n l
--......
QHIC Project
Risk Summary Report - week ending 26 February 2010
Table 1 - Number
Likely
Possible
6
Rare
QHI C Project Risk Summary Report - 26 Feb 10 1 CorpTech
Table 3 - Critical and High Risks
Risk No. 8nd RIIk Name
-.
QHealth
QHealth
......
-
SOW8
SOW8
Project Catego<y Appli cation

Trwnd
RS-00313 Repcrts
availability for Line Managers
QHealth Quality Other 24103110 .....
RS-OD315 Concurrent
Rosters poorly received.
Quality Other 5103110 .....
RS-00314 Post Cutover 4
Day Pay Window will be
insufficient
QHealth
Htall
SOW8 Sccpe Other 24103/10 .....
RS-00304 Payroll does not
run wthin agreed windows
CorpTech
.....
SOW8 Quality Other 24103/10 .....
RS-00298 Reliance on
external vendors to carry out
SAP fixes
CorpTech
.....
SOW8 Quality Other 30106110 .....
RS-00294 Defect fixes post
go-live drop one.
IBM HIgb SOW8 Other 24/03/ 10 .....
RS-00291 Concurrent
employee list

.....
SOW8 Other 24/02110 .....
RS-00290 Communications -
Conrurrent Employees
Deductions

IttgII
HIgII
SOW8
I SOW8
Schedule Other
Other
24/02110
'v
.....
.....
lAudi
RS-00276 Defect rate
unknOlNn and couk::!
potentially mpact extended
support

IBM
HitIII
HIfIII
! SOW8
SOW8
Qualny
Qualny
Other
Other
28/02/10
25/03110
.....
.....
Legend - Risk Ranking Trend
Trend Description
t
The rank (severity) of the risk has increased.
..... The rank of the risk has not changed .
l
The rank (severity) of the risk has decreased.
Twenty new risks were raised in the last fortnight , one ranked Critical , five ranked High, with the
remainder ranked as Medium. Most of the nevv risks raised were initiated and owned by Queensland
Health. At the weekly joint Risk and Issue Meeting it was agreed that a number of the ri sks were not
valid - they have since been closed.
Critical Risk RS-00313 is about the reliance Line Managers will have on reports as they no longer
have access to the HR J Payroll system. At this stage it is unknown how reports will be produced and
disseminated to line Managers. A distribution process for SAP reports is being developed.
Risks Past Target Date
Awaiting response from Risk Owner re the two risks (RS-00290 and RS-00291) that have passed
their Target Date.
Risks Trending Upwards (worsening)
No risks have trended upwards.
QHIC Project Risk Summary Report - 26 Feb 10 2 CorpTech
Queensl. nd
GlWt'mmenl
--
QHIC Project
Issue Summary Report - week ending 12 March 2010
SOW Project Category Application Trend
Legend - Issue Ran ki ng Trend
Trend Description
i
+-> The rank (severay) of the issue has not changed .
!
The rank (severly) of the issue has decreased.
There are no Critical or High issues to report.
QHIC Project Issue Swnmary Report - 12 Mar 10 CorpTech

---
QHIC Project
Issue Summary Report - week ending 26 March 2010
Table 2 -Issue
ssue Ran kl ng Trend L d I
Trend Description
t
.... The rank (severity) of the issue has not changed .
L
The rank (severity) of the issue has decreased.
There are no Criti cal or High issues to report.
QHIC Project Issue Summary Report - 26 Mar 10 CorpTech

Gave,"",rnl
.."".....
QHIC Project
FINAL Issue Summary Report - week ending 9 April 2010
LeQend - IRk' an InQ Tren ssue d
Trend Description
i
The rank of the issue has increased.
.... The rank (severity) of the issue has not changed.
!
The rank of the issue has decreased.
COMMENTARY
This is the final Issue Summary Report forthe OHIC Project.
Only one open issue remains in the Issue Register. This issue is ranked as Medium. No nevv issues
have been raised, no issues have been closed and no updates have been made in the last fortnight.
The OHIC Project Delivery Office (PDO) advised that now the project has been delivered there will be
no new issues raised in the project's Issue Register. The have confirmed that the remaining
issue will be dealt with i.e. closed I handed over as soon as priorities permit. The QHIC Project Team
is putting all efforts into extended support .
The CorpTech Program Management Office has been and will continue to monitor the situation.
QHIC Project Issue SLI11mary Report 9 Apr 10 CorpTech

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