Disputes, Claims, Variations, and Arbitration in Project Management

This week's topic covers disputes, claims, variations, and arbitration in project management. The consequences of project delays, disruptions, and changes to planned activities are discussed along with methods for claims variations, liquidated damages, contract entitlements, and arbitration. Readings from Kerzner H. 2013 and Walker & Walker (2015) are included.

(Insert Student Name) / (Insert Student Number) - PPMP20011Unit Portfolio for Week 7
PPMP20011 Portfolio Template – Week 7
Description of
topics including
reading samples
Learning outcomes
of the unit
Learnings from your experience, this and prior unit reading,
assignments
Supporting
documentation
including your prior
learning
Week 7 Topic:
Disputes, Claims,
Variations, and
Arbitration.
Collaborative Project
Procurement
Arrangements (2015)
by Derek H. T. Walker
and Beverly M. Lloyd
Walker;
Cheung S.O., & and
Chow P.T. 2011.
Withdrawal in
Construction Project
Dispute Negotiation.
Journal of Construction
Engineering and
Management. Volume
137, Issue 12
5. Explain the
consequences of
project delays,
disruptions, and
changes to planned
activities and the
methods for claims
variations, liquidated
damages, contract
entitlements, and
arbitration.
The objective of this week’s topic is to make sure you have an appreciation of
the Role of the Project Manager in Commercial Negotiation.
Try to ask yourself the questions that were in the slides in this week’s lecture: -
1) What is the Consequence of Disputes, Claims, Variations, and
Arbitration?
Disputes, claims as well as variations can raise number of problems as well as
issues. It is identified that the variations as well as disputes and claims generally
displays negativity about the capability of leader and about the relation that the
leader manages with its workers. It is analyzed that all this further minimizes the
performance as well as production of the organization that further creates
financial impacts.
2) How can we Avoid Disputes, Claims, Variations, and Arbitration?
By using proper as well as significant strategies, it will be quite easy to handle
disputes, claims as well as variations within the organization. It is very much
necessary to hire a leader who has all the characteristics of leadership and has
the ability of managing the team of the project very much effectively. In addition
to this, for resolving the disputes and claims it is necessary to communicate
properly with the team members of the project.
3) What happens if we don’t Avoid Disputes, Claims, Variations, and
Arbitration?
If disputes, variations as well as claims are not avoided within the project then it
will be quite difficult for the project manager to successfully proceed with the
project and thus the entire progress of the project can get negatively.
Walker & Walker (2015) discuss their Study Approach what are your thoughts
regarding:
1) Does the World View of the Researchers Matter?
Kerzner H. 2013.Project
Management: A Systems
Approach to Planning,
Scheduling, and Control,
11th Edition. Hoboken,
USA: John Wiley & Sons.
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(Insert Student Name) / (Insert Student Number) - PPMP20011Unit Portfolio for Week 7
Description of
topics including
reading samples
Learning outcomes
of the unit
Learnings from your experience, this and prior unit reading,
assignments
Supporting
documentation
including your prior
learning
It is proper analyzed that the world view of the researchers generally helps in
creating huge impact on the project and furthermore, the analysis reflects that
the entire researcher is validated quite successfully.
2) Has the research been adequately Validated?
Yes, it is found that the research that is undertaken is validated quite
successfully.
S.O. Cheung & and P. T. Chow in 2011 consider the topic of Withdrawal in
Construction Project Dispute Negotiation; what are your thoughts regarding:
1) Are the assumptions in Cheung & Chow’s research and hypotheses
reasonable?
Yes, it is found that the assumptions as well as hypothesis that are mainly
related with Cheng & Chow are quite reasonable.
2) Are the results of the true and false Hypotheses believable in your
experience?
Yes, the results of the true as well as false hypothesis is believable in the
experience. It is found that with the help of true or false hypothesis proper
analysis can be undertaken and from the results of the analysis it is found that
the concept is quite believable.
In conclusion to this week:
1) Do the ideas in Chapter 5 help in structuring your thoughts around
Commercial Project Negotiation?
Yes, it is found that the ideas as well as thoughts that are generally gained
from chapter 5 are helpful in structuring the ideas around the commercial
project negotiation.
Are any of the activities
above relevant to your
6. Evaluate project
management tools
Walker & Walker (2015) in Chapter 6 of their research paper have identified four
sets of KSAE that are required in varying intensities across the board in RBP.
Peña-Mora F., and
Tamaki T. 2001. "Effect of
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(Insert Student Name) / (Insert Student Number) - PPMP20011Unit Portfolio for Week 7
Description of
topics including
reading samples
Learning outcomes
of the unit
Learnings from your experience, this and prior unit reading,
assignments
Supporting
documentation
including your prior
learning
reflections for the
learning outcomes on
the right?
that help avoid or
provide conflict
resolution via
negotiated solutions.
1) What does KSAE stands for and what are the four identified KSAEs
It is found that KSAE generally stand for “Kentucky Society of Association
Executives”.
2) Briefly discuss, how Project Management KSAE impacts upon the
management of projects.
It is found that the project management KSAE generally creates huge impact in
managing the projects quite effectively. Proper management of project is
necessary in order to achieve the goals and objectives of the project very much
effectively.
Delivery Systems on
Collaborative
Negotiations for Large -
Scale Infrastructure
Projects”. Journal of
Management in
Engineering. April 2001
pp.105-121
References
Kerzner H. 2013.Project Management: A Systems Approach to Planning, Scheduling, and Control, 11th Edition. Hoboken, USA: John Wiley & Sons.
Peña-Mora F., and Tamaki T. 2001. "Effect of Delivery Systems on Collaborative Negotiations for Large -Scale Infrastructure Projects”. Journal of
Management in Engineering. April 2001 pp.105-121
PMI. 2013a.A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. USA: Project Management Institute.
Wikipedia Channel Tunnel https://en.wikipedia.org/wiki/Channel_Tunnel
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