Question:
1. How many users do you anticipate?

2. Of these users, how many need full access, how many are view only and how many are somewhere in between?

3. How many users do you think will be online and actively using the application at the same time?

4. Approximately how many projects do you undertake annually?

5, What is the approximate mix of project types (e.g., 30% IT, 30% business improvement, 30% both; 10% capital works)?

Answered on 23/Apr/2026 02:26 PM:


1. Suppliers are directed to Appendix A – Business Context Overview and the draft contract documentation included in the ITO pack. Appendix A notes approximately 140 dedicated delivery practitioners currently supporting the transformation portfolio, with additional internal delivery partners also contributing to delivery activities. The draft contract training section also outlines indicative user cohorts for training purposes. User numbers may vary over time as initiatives progress. Suppliers should propose a scalable licensing model that can accommodate growth and role changes over the contract term.

2. Suppliers are directed to the draft contract training section, which provides indicative user groupings including program and project managers, project coordinators, Transformation Delivery Office users, Enterprise Portfolio Management Office users and system administrators. These cohorts should be used as a guide only. WorkCover Queensland has not mandated final licence allocations by user type at this stage. Suppliers should therefore propose flexible role-based licensing models that can accommodate a mix of full users, contributors and view-only users, with the ability to adjust allocations over time.

3. WorkCover Queensland has not prescribed a required concurrent user volume. Based on the information provided in Appendix A and anticipated user cohorts, concurrent usage would be expected to be materially lower than total licensed users, with peaks likely during governance reporting cycles, planning periods and portfolio update windows. Suppliers should describe how their solution supports concurrent usage, performance and scalability.

4. Suppliers are directed to Appendix A – Business Context Overview, which notes a significant multi-year transformation comprising approximately 30 concurrent initiatives, alongside business-as-usual delivery activity. Annual project volumes may vary depending on strategic priorities, sequencing and available capacity. Suppliers should assume a dynamic environment with multiple concurrent projects and a continuing pipeline of new initiatives.

5. The current portfolio is primarily focused on business and technology transformation initiatives. Many active initiatives include technology change and enterprise capability uplift, alongside broader business improvement activity. WorkCover Queensland has not prescribed a fixed percentage mix of project types. Suppliers should assume a portfolio weighted toward technology-enabled business change rather than capital works, with flexibility to support a range of project, program and portfolio delivery scenarios over time.

Question:
Is WorkCover open to receiving responses where software licensing and implementation/professional services are proposed separately — for example, a licensing response from the software vendor and a services response from a System Integrator or implementation partner? If so, please advise whether split or disaggregated responses would be considered conforming, and how evaluation would be applied across such responses.

Answered on 01/May/2026 08:00 AM:


As outlined in the ITO, “WorkCover’s preference is for a single supplier who can provide both the software and the implementation services. Joint ventures, consortium bids, or multi-party arrangements are discouraged and may not be accepted. Subcontracting is permitted, provided the prime contractor is solely responsible for all deliverables.”

If the software vendor and the implementation partner wish to work together, this must be presented as one consolidated, conforming response with a single prime contractor. Split or separately submitted responses (e.g., one for licensing and one for services) would not be considered conforming and would not be evaluated as combined offers. Evaluation will only be applied to complete, single supplier submissions where the prime contractor is accountable for the full scope.

Question:
Can you confirm whether or not it is acceptable for part of our team to be offshore for:

• Delivery of the project

• Hypercare

• Ongoing application support

Answered on 07/May/2026 07:43 AM:


WorkCover Queensland has not prescribed a mandatory onshore delivery model for implementation, hypercare or ongoing support services. Suppliers should clearly describe their proposed delivery and support model, including the location of resources, the nature of services proposed to be delivered offshore, applicable security controls, support arrangements, escalation processes and any associated risks or dependencies. As outlined in the ITO and associated security requirements, WorkCover Queensland will assess proposed delivery models using a risk-based approach aligned to Queensland Government Information Standard 18 (IS18), privacy obligations and the overall requirements of the procurement.

Question:
1. Could you please clarify your interim approach of moving project sites to Modern SharePoint sites? Are these standalone, or are they modern sites created by Project Online? Are these sites linked to the projects in Project Online using out of the box means?

2. Is your delivery framework/lifecycle currently implemented in Project Online?

Answered on 06/May/2026 12:29 PM:


1. The interim approach involves establishing a modern SharePoint site template that largely mirrors the existing PWA-created SharePoint site layout and structure. These are standalone modern SharePoint sites and are not linked to Project Online. WorkCover Queensland is leveraging Microsoft 365 permission groups to align the modern SharePoint sites with the associated Microsoft Teams workspace and Planner instance.

2. No. Suppliers are directed to Appendix A – Business Context Overview. As outlined in the ITO pack, WorkCover Queensland currently uses Microsoft Project Online primarily for project scheduling, with portfolio reporting and governance activities supported through project artefacts, registers, SharePoint sites and Microsoft 365 collaboration tools. We are in the process of ensuring all projects are working from offline copies of their MS Project file.

Question:
Is the new SaaS PPM Software expeced to run in Azure Cloud provided by WCQ or provided by the Respondent? Alternatively is SaaS on Australia region based AWS or GCP acceptable?

Answered on 07/May/2026 01:34 PM:


The preferred approach is a supplier-hosted SaaS solution aligned to WorkCover Queensland’s Microsoft 365 ecosystem. WorkCover Queensland has not mandated a specific platform. Suppliers may propose solutions hosted on Azure, AWS or GCP, provided the proposed solution meets the requirements of the ITO, including security, privacy, integration and data residency requirements.

Question:
1. Can you please confirm that, following the roll-out of the new PPM system, all projects and programs will be managed within the new system? This is to ensure that all program and portfolio reporting and assurance activities are conducted within the new PPM system.

2. WorkCover Queensland has indicated that the project is to commence in September 2026 and be completed by March 2027. Are there any periods of high activity or year-end unavailability, such as the Christmas–New Year shutdown, that should be considered in the project schedule? If so, could you please specify the relevant dates?

3. Can you provide an approximate number of projects to be migrated into the new PPM system and from which systems (Microsoft Project online, SharePoint, Jira, etc)

4. Would WorkCover Queensland be open to a hybrid onshore and offshore team for the delivery of the services?

5. Please provide the count of Project / Program Management users of the PPM system.

6. Please provide the count of users that only use the PPM system to approve requests and view records, reports and dashboards.

Answered on 07/May/2026 03:28 PM:


1.WorkCover Queensland’s intent is that the selected solution will become the primary enterprise PPM platform supporting project, program and portfolio delivery practices. However, suppliers should assume that the broader delivery ecosystem will continue to include Microsoft 365 collaboration tools and potentially other complementary systems. Suppliers are directed to Appendix A – Business Context Overview and should propose approaches that support improved portfolio reporting, visibility and assurance aligned to the outcomes of the ITO.

2. Suppliers should assume reduced business availability during the Christmas and New Year period, particularly from mid-December 2026 to mid-January 2027. Exact availability constraints and delivery sequencing will be confirmed with the successful supplier during implementation planning. The implementation timeframe included in the ITO is indicative only. Suppliers are encouraged to propose alternative delivery timeframes where they can demonstrate alignment to the required outcomes and broader evaluation requirements of the procurement. Suppliers should propose pragmatic implementation and resourcing approaches that minimise disruption to in-flight delivery activities and governance cycles.

3. As outlined in the ITO documents, WorkCover Queensland currently operates approximately 30 concurrent transformation initiatives, alongside broader delivery activity. Suppliers should assume migration requirements may include project schedules, project artefacts, registers and reporting information from stand-alone Microsoft Project files, Microsoft Planner, and modern SharePoint sites (including project registers). As outlined in Appendix A, Jira remains in limited legacy use and is expected to be phased out over time.

4. Yes. WorkCover Queensland has not prescribed a mandatory onshore delivery model. Suppliers should clearly describe their proposed delivery and support model, including offshore components, security controls and support arrangements. Proposed approaches will be assessed using a risk-based approach aligned to IS18, privacy obligations and the requirements of the procurement.

5. Suppliers are directed to Appendix A – Business Context Overview, which references approximately 140 dedicated delivery practitioners including program managers, project managers, project coordinators, business analysts, change practitioners and schedulers. The draft contract training section includes indicative user cohorts only and should not be interpreted as a prescribed licence model.

6. WorkCover Queensland has not prescribed a final detailed user or licence allocation model. Suppliers should assume a broader cohort of governance stakeholders, executives, delivery partners and business representatives may require view-only or limited access capabilities. Suppliers are encouraged to propose flexible licensing and user access models aligned to the intended outcomes, requirements and value for money objectives of the procurement.

Question:
Q1. Regarding ITO Section 1.7(c), could WorkCover clarify

(a) How does WorkCover currently use Microsoft Project Online (or Project for the Web) in combination with Microsoft Teams, Outlook, Planner, SharePoint, OneDrive, Power BI and Excel for project portfolio delivery, and which of these integration patterns does WorkCover expect the new PPM solution to preserve?

Q2. For the priority of TechnologyOne integration mentioned in Appendix A, could WorkCover confirm

(a) whether the integration must be operational at Wave 1 go-live, or whether a manual reconciliation period is acceptable during early operation, and

(b) which TechnologyOne modules and data flows are in scope (for example, cost actuals only, or also commitments, purchase orders, journal entries)?

Q3. The earlier Q&A response confirms approximately 140 dedicated delivery practitioners with additional internal partners. Could WorkCover provide an indicative across the following split of similar roles?

Roles

Numbers

System Admin :

Portfolio Manager :

Project Manager:

Planners / Scheduler :

Project Coordinator :

Business Analyst:

Change practitioners :

Task Manager :

Team Members :

Any other Role :

Q4. For the data migration, could WorkCover indicate

(a) approximately how many active project records currently exist across Microsoft Project and SharePoint registers( 8nos registers mentioned in Appendix A),

(b) the typical age range of these records, and

(c) whether WorkCover expects the supplier to propose data archival decisions or whether all active records are in scope?

d) How many Power BI dashboards currently used/developed ?

Answered on 11/May/2026 11:18 AM:


1. Suppliers are directed to Appendix A – Business Context Overview. WorkCover Queensland currently uses stand-alone Microsoft Project files alongside Microsoft 365 collaboration tools, including modern SharePoint project sites, Microsoft Teams and Microsoft Planner. The modern SharePoint sites mirror the essential functionality of the previous PWA-created sites. Not all projects currently use Planner. WorkCover Queensland has not prescribed integration patterns that must be preserved. Suppliers should propose approaches aligned to the outcomes of the ITO and the Microsoft 365 ecosystem.

2. WorkCover Queensland has not prescribed a mandatory sequencing approach for TechnologyOne integration. The primary objectives are supporting consolidated project status reporting and actuals visibility into the PPM solution, together with consolidated portfolio forecasting outputs into TechnologyOne. Suppliers may propose phased implementation approaches, including interim manual reconciliation arrangements. The sequencing of any agreed integration approach will be based on value for money and delivery outcomes.

3. Suppliers are directed to the draft contract Training section, which provides indicative user numbers for program and project managers, project coordinators, Transformation Delivery Office users, Enterprise Portfolio Management Office users and system administrators. The remaining delivery practitioner roles are primarily business analysts and change practitioners, with business analysts representing approximately two-thirds of this cohort and change practitioners approximately one-third. WorkCover Queensland has not prescribed a final role or licence allocation model.

4. WorkCover Queensland currently operates approximately 30 concurrent transformation initiatives. Suppliers should assume migration requirements may include one Microsoft Project file and eight active SharePoint project registers (lists) per project, together with associated project artefacts and reporting information. Record volumes vary between projects. The transformation portfolio commenced in approximately June / July 2025 and all currently in-scope projects have commenced since that time. By implementation commencement, some projects may have closed and additional projects may have commenced. These should all be considered in scope. The detailed scope and sequencing of migration and archival activities will be refined during implementation planning.

Question:
Can you confirm the nature and complexity of projects delivered. Does this include ICT, Business and Infrastructure (Capital Works) type projects?

Answered on 12/May/2026 09:38 AM:


WorkCover Queensland’s current portfolio is primarily focused on business and technology transformation initiatives, including ICT-enabled change, operational uplift and enterprise capability improvement activities. WorkCover Queensland does not currently anticipate material capital works delivery within the scope of this procurement.

Question:
1) Could you kindly confirm the total number of interfaces that would be required for the implementation, and identify :

a) the system to be interfaces with the future PPM solution

b) the direction of the flow (from / to)

c) the type of data / fields to be fetched sent

2) Please provide clarifications on the expected data migration scope, including:

a) which data sets are in scope (e.g. projects, financials, resources, documents),

b) estimated data volumes,

c) the granularity level of historical data required.

3) Kindly confirm when the SIAM specifications and governance structures are expected to be shared with vendors.

Answered on 13/May/2026 12:11 PM:


1. WorkCover Queensland has not prescribed a fixed number of interfaces or a final target integration architecture. Suppliers are directed to the ITO pack, including Appendix A – Business Context Overview. Appendix A specifies transfer of actual expenditure into the PPM solution (to support reporting) and project forecasts from the PPM solution into TechnologyOne (to support financial management of the portfolio). Suppliers should also assume integration requirements are likely to include Microsoft 365 collaboration tooling. Suppliers are encouraged to present their methodology for identifying interfaces that would provide value in achieving the intended outcomes, together with their approach for estimating the implementation scope and effort associated with those interfaces. WorkCover Queensland will evaluate proposed approaches on their merits.

2. Suppliers should assume migration requirements may include project schedules, project registers (lists), associated project artefacts and reporting information. Approximately 1.3TB of information currently exists within project SharePoint sites, including document versions, list entries and site pages. WorkCover Queensland assumes the majority of documents will remain within SharePoint, however, is open to supplier recommendations for migration of selected artefacts into the PPM solution where there is a demonstrable benefit, for example workflow, approval or auditability capabilities that could not otherwise be achieved natively within SharePoint. The detailed scope, treatment and sequencing of migration and archival activities will be refined during implementation planning.

3. WorkCover Queensland is working to define a baseline set of SIAM structure and governance arrangements in time for internal implementation planning and contract negotiations.

Question:
1. The context document mentions Finance is enhancing timesheet processes. If project timesheets can be entered directly within the PPM solution, does WCQ require this data to be synchronised/duplicated elsewhere or just the project actual costs determined by the time logged? Is there an Enterprise time sheeting solution that would be used instead?

2. For the calculation of project actuals, does WCQ intend for SPM to be source of truth for labour rates or TechOne?

-Are there any privacy concerns/requirements regarding defining Rate cards for users in SPM?

-Does WCQ have any special requirements on how rates are to be applied for projects and assigned project team members?

3. Is migration of historical project data into SPM required given that they will unlikely be the subject of any roadmap planning, nor required for project forecasts and actuals that would have already been entered into TechOne previously?

-Will WCQ be archiving the data elsewhere for data retention purposes as part of your SharePoint migration?

4. Does WCQ have a Technology One test environment for any proposed integration testing?

Answered on 13/May/2026 02:19 PM:


1. WorkCover Queensland has recently gone live with an extension of existing TechnologyOne timesheet functionality to support time entry against project codes. The solution records hours only and includes an approval workflow to the relevant Project Manager. Finance currently manually attributes resource costs to time recorded. WorkCover Queensland has not prescribed a mandatory future-state approach for labour actuals capture. Suppliers are encouraged to propose approaches aligned to the intended outcomes, including simplified project actuals reporting, portfolio visibility and value for money.

2. WorkCover Queensland currently uses a standard Excel workbook per project in which budgets, forecasts and actuals are tracked. WorkCover Queensland has not prescribed a target approach for labour rate management, rate cards or project costing logic. Suppliers should describe recommended approaches aligned to the intended financial management, privacy and reporting outcomes of the procurement. Any alternative approach will be balanced against the desire to minimise disruption to current delivery momentum.

3. WorkCover Queensland expects suppliers to propose pragmatic migration and archival approaches aligned to the intended outcomes, value for money objectives and information management obligations. As previously advised, WorkCover Queensland currently assumes the majority of documents and historical artefacts will remain within SharePoint.

4. WorkCover Queensland currently expects that suitable non-production environments will be available to support any selected implementation and integration testing activities. Detailed environment planning and responsibilities will be confirmed during implementation planning with the successful supplier.

Question:
1. What is the scope and size / number of the data that is inclusive of migration? For example, does it include both inflight and archived projects? What are the data sources for migration? What is the volume of data per data source?

2. What systems or solutions are in scope integration points? And what is the direction of data flow?

3. Are lessons learned in scope for the solution, as it is not listed in the requirements document

4. Does the solution need to support various project delivery methodologies i.e. agile, waterfall and hybrid?

5. Does the solution need to replace Jira functionality?

6. Can AI be used to accelerate the process of data migration and / or to support the PPM solution delivery?

Answered on 13/May/2026 03:54 PM:


1. Suppliers are directed to previous Q&A responses and Appendix A – Business Context Overview. WorkCover Queensland currently operates approximately 30 concurrent transformation initiatives. Suppliers should assume migration requirements may include one Microsoft Project file and eight active SharePoint project registers (lists) per project, together with associated project artefacts and reporting information. Approximately 1.3TB of information currently exists within project SharePoint sites, including document versions, list entries and site pages. WorkCover Queensland currently expects the majority of documents to remain within SharePoint. By implementation commencement, some projects may have closed and additional projects may have commenced. These should all be considered in scope.

2. Suppliers are directed to previous Q&A responses and Appendix A – Business Context Overview. Appendix A specifies transfer of actual expenditure into the PPM solution and project forecasts from the PPM solution into TechnologyOne. Suppliers should also assume integration requirements are likely to include Microsoft 365 collaboration tooling to support consolidated reporting and portfolio visibility.

3. A Lessons Identified register is currently one of the eight standard project registers used within project SharePoint sites. A “Lessons Learned Summary Report” is also a mandatory artefact within the Portfolio Delivery Lifecycle and aligns to FR13 regarding enforcement of required lifecycle artefacts to support governance and assurance requirements. WorkCover Queensland would be open to supplier recommendations for how lessons identified could be aggregated, operationalised and leveraged across the portfolio where aligned to the intended outcomes and broader collaboration approach within the Microsoft 365 ecosystem.

4. Yes. Suppliers are directed to FR-06 regarding the ability to manage initiatives using iterative, hybrid and waterfall approaches while maintaining consistent governance and reporting across all initiatives.

5. No. As outlined in Appendix A, Jira remains in limited legacy use and is expected to be phased out over time.

6. Yes. Suppliers may propose the use of AI-enabled capabilities where aligned to the intended outcomes, security requirements, privacy obligations and broader requirements of the procurement. Suppliers should clearly describe any proposed AI usage, associated controls, governance arrangements and expected benefits. Any AI-enabled tooling would also be subject to WorkCover Queensland approval processes prior to use.

Question:
Data Migration

1. What is your preferred transition approach for in-flight projects: migrate all projects into the new solution, migrate only new projects after a defined cutover date, or adopt a hybrid model (in-flight remain in SharePoint while new projects commence in the PPM solution)?

2. Is WorkCover Queensland expecting suppliers to migrate historical project documents from SharePoint, or only the structured project data required for ongoing reporting, governance and portfolio visibility?

3. For structured registers currently maintained in SharePoint, should suppliers assume that only active/open records will be migrated, or should closed/historical records also be included? If historical records also need to be included, what should be the duration?

4. Who will be responsible for data cleansing and validation of current project data prior to migration — WorkCover Queensland, the supplier, or a shared responsibility model?

Integration

1. Which systems and platforms are in scope for integration with the PPM solution in addition to TechnologyOne?

2. Do you currently use an integration middleware/iPaaS platform, and if so, which platform is it and what in-house capability do you have to design, build, and support integrations?

Functional Clarification

1. Do you require different user access and licensing tiers (e.g., view-only, standard user, power user, administrator), and if so, can you provide indicative user counts for each tier?

2. Are suppliers expected to recreate existing reports and dashboards exactly, or is WorkCover Queensland open to redesigned dashboards and reporting views that better align to the selected platform’s standard capabilities?

3. Do you expect project scheduling to remain in Microsoft Project with integration to the PPM solution, or do you intend scheduling to transition into the PPM solution over time?

4. Are delivery partner teams expected to maintain their own capacity plans outside the PPM solution, or is capacity planning expected to be centralised in the PPM solution?

Support and Change

1. What support model does WorkCover Queensland expect after hyper-care — vendor support only, implementation partner managed support, internal administration team, or a hybrid model?

2. Are there existing or preferred training/learning platforms in use (i.e.LMS)? Are there existing learning/training staff to support delivery of training initially and ongoing?

3. Will there be change and communication guidelines and personnel to support planning the launch of the new capability and coordination of user on-boarding, learning uplift and communications?

4. Are there existing digital adoption tools or licenses that can be used to support 'learning in the flow of work' (for example WalkMe, Whatfix or Pendo)?

Answered on 14/May/2026 07:51 AM:


Data Migration:

1. WorkCover Queensland expects the value of portfolio-level visibility and reporting to be realised through migration of active projects into the PPM solution, however reserves the right not to migrate projects approaching closure. Suppliers are encouraged to propose pragmatic transition and migration approaches that balance value for money, delivery continuity and minimising disruption to delivery momentum.

2. As previously advised, WorkCover Queensland currently expects the majority of documents to remain within SharePoint. Suppliers may propose migration of selected artefacts into the PPM solution where there is a demonstrable benefit, for example workflow, approval or auditability capability.

3. WorkCover Queensland has not prescribed a mandatory archival or historical migration approach.

Suppliers should propose pragmatic approaches aligned to the intended outcomes, information management obligations of a Queensland Government statutory authority, and value for money objectives.

4. WorkCover Queensland expects suppliers to propose pragmatic delivery approaches, including assumptions regarding data cleansing, validation and migration responsibilities.

Integration:

1. Suppliers are directed to Appendix A – Business Context Overview and previous Q&A responses.

2. WorkCover Queensland is currently sourcing an integration platform and developing the associated capabilities, however the preference is for integration solutions provided by the vendor where practical. Suppliers should describe recommended approaches, assumptions and delivery responsibilities aligned to the intended outcomes and support model.

Functional Clarification

1. Suppliers are directed to previous Q&A responses and the draft contract training section, which provides indicative user number per groupings. WorkCover Queensland has not prescribed a final role or licence allocation model.

2. WorkCover Queensland is open to redesigned reporting and dashboard approaches where they improve usability, governance, portfolio visibility and value for money outcomes.

3. WorkCover Queensland has not prescribed a mandatory future-state scheduling approach. Suppliers should propose approaches aligned to the intended outcomes, minimising disruption to delivery momentum and leveraging the selected platform’s capabilities.

4. WorkCover Queensland has not prescribed a mandatory future-state capacity planning model. Suppliers should propose approaches aligned to the intended outcomes, governance objectives and value for money considerations.

Support and Change

1. WorkCover Queensland has not prescribed a mandatory post-implementation support model. Suppliers should propose support approaches aligned to the intended outcomes, SIAM environment and value for money objectives.

2. WorkCover Queensland currently uses Axonify for the majority of formal training and has some internal learning and organisational change capability supporting transformation initiatives. Suppliers should outline assumptions and recommended approaches for training delivery and ongoing capability uplift.

3. Yes. WorkCover Queensland currently has internal organisational change and communication capability supporting transformation delivery. Detailed implementation and change responsibilities will be refined during implementation planning.

4. WorkCover Queensland has not prescribed a mandatory digital adoption tooling approach. Suppliers may propose approaches and tools aligned to the intended outcomes, user adoption objectives and value for money considerations.