Analysis of Conflict Resolution in Project Management

The provided document is an assignment that delves into the complexities of conflict resolution within the context of project management. It references various research papers, including 'Conflict Resolution in Coastal Resource Management' by Stepanova (2015) and 'Innovations in Doing Conflict Research: The Legacy of Daniel Druckman' by Beriker et al. (2018). The assignment explores different negotiation strategies and conflict management frameworks relevant to project management, such as mediation processes, intragroup conflict, and social skills in project-based learning. It also touches on the impact of security forces on health systems in conflict-affected states, highlighting the need for effective conflict resolution techniques in these contexts. Overall, this assignment aims to provide a comprehensive understanding of how conflict resolution strategies can be applied in various project management scenarios.

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 16th March, 2018
Project Ownership: QLD Health Payroll
Prepared by: Project Manager
Distribution List: Stakeholders and the Australian Government
2 THE PROJECTS
This section provides the project characterises of the 4 projects which is helpful
to understand the main aim of those projects. The projects are mainly based on
the new payroll system of Queensland Health which comprised of two interfacing
systems such as Workbrain and SAP. It is observed that Workbrain is award
interpretation while SAP is considered as the payroll system. The report is based
on project negotiation and conflict which discusses as well as shares the
information with the stakeholders about conflict requirements to solve the
conflicts. There is prioritization of the options like risk, context of business as well
as project constraints. Peia-Mora and Tamaki (2001) stated that negotiations are
exchanges where the managers are reached agreement on dealing. It is used for
making of acquisitions, building of supplier relationships, development of the
employee relations along with resolving of the disputes.
2.1 Project 1: Forward strategy for payroll system
The project characteristics of project 1 are NCTP which means Novelty,
complexity, technology along with pace framework for illustrating the perspective
of project management.
The justifications for these characteristics are that both novelty and complexity is
derivative; break through as well as system. Breakthrough is the paradigm shifts
beyond the innovation to reframe which develops a way to look at the problems.
Into the forward strategy of the payroll system, both characteristics are used to
develop payroll projects and develop the way to solve the problems (Kerzner and
Saladis 2008). Complexity measures assembly as well as array of the payroll
system. Technology is used for implementing of new features into the system. It
is used to list the cost, schedule the project as well as analyse of risks and
project benefits. Pace is used when there is urgency into the work (Lloyd-Walker
and Walker 2015). The project sponsor recognizes the context of project as well
as matches the risks and identity the value of the generated project inputs.
ENTER YOUR NAME WITH STUDENT ID PAGE 1

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are “Projects from an organizational
learning process perspective”.
The justifications for these characteristics are that both governance and decision
making is required in a project to discuss the issues with the project groups
(Alfredson and Cungu 2008). Based on organizational learning process
perspective, the project teams come together to achieve the organizational
goals.
2.3 Project 3: People and change
The project characteristics of project 3 are “Projects from an identity perceptive”.
The justifications for these characteristics are identity perspective is best for
people and change as identity lies with both culture plus people. This
characteristic is used for identification of culture of stakeholders and project
changes (Kerzner 2013).
2.4 Project 4: Funding
The project characteristics of project 4 are “Projects from a complex product
services perspective”.
The justifications for these characteristics are that it is suitable as it identifies
added value along with intangible value requirements of the project (Mahmoud et
al. 2015). It provides a proper idea of project funding.
3 THE PARTICIPANTS
This section summarizes the group of persons those are involved into the
Queensland Health Payroll Program. For each of the four identified projects, it
provides the possible negotiating position of the participants into the project
along with potential conflicts in relationships (Alonso 2016). Three of the
participants are identified for the 4 projects such as owner, designers and
contractors.
3.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position and conflicts in relationships of the
participants of this project are described below. Those are the person into the
program who is taking part into the implementation of the payroll system (Beriker
et al. 2018). Various participants are identified for 4 projects are owner,
designers and contractors.
3.1.1 Owner
The negotiating position of the owner will be Queensland Health (QH).
The potential conflicts in relationships that the owner may have are identification,
documentation plus communication with the future payroll operations in addition
to services delivery models which are used by Queensland Health (Moore 2014).
3.1.2 Designers
The negotiating position of the designers will be stakeholders across the
government includes of “Queensland Government Chief Information Officer”.
ENTER YOUR NAME WITH STUDENT ID PAGE 2

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
The potential conflicts in relationships that the designers may have are that there
are problems into Workbrain and there are also infrastructure changes into
payroll system. Due to the system and infrastructure changes, it provides an
effect into the system performance (Elfenbein 2015). The problems into
Workbrain are kind of system issues which are solved by designer and they are
trying to fix the problems.
3.1.3 Contractors
The negotiating position of the contractors will be stakeholders across the
government includes of “Queensland Government Chief Information Officer”.
The potential conflicts in relationships that the contractors may have are
accessing of effectiveness of the Queensland payroll program to manage the
problems and project benefits due to implementation of two of the payroll system
(Lee, Huh and Reigeluth 2015). There is an agreement between client as well as
management contractor who covers pre-implementation of the payroll system.
The contractor manages the trade contracts which are being placed by client.
3.2 Project 2: Governance and decision-making
For Project 2 the negotiating position and conflicts in relationships of the
participants of this project are described below.
3.2.1 Owner
The negotiating position of the owner will be Queensland Health (QH).
The potential conflicts in relationships that the owner may have are accessing
the effectiveness of the program processes to manage the project issues,
benefits along with program management activities (Lloyd-Walker and Walker
2015).
3.2.2 Designers
The negotiating position of the designers will be Queensland audit office.
The potential conflicts in relationships that the designers may have are adoption
of the enterprise frameworks for the program governance (Alfredson and Cungu
2008). There should be good link among the payroll portfolio governance as well
as financial system for Queensland Health (QH).
3.2.3 Contractors
The negotiating position of the contractors will be Queensland Health (QH).
The potential conflicts in relationships that the contractors may have are
accessing of effectiveness of the Queensland payroll program to manage the
problems and project benefits due to implementation of two of the payroll system
(Abbasi, Gul and Senin 2017).
3.3 Project 3: People and change
For Project 3 the negotiating position and conflicts in relationships of the
participants of this project are described below.
3.3.1 Owner
The negotiating position of the owner will be Queensland Health (QH).
The potential conflicts in relationships that the owner may have are gaining of
trust into the payroll process throughout measureable improvement into business
performance (Elliott and Kaufman 2016). It demonstrates tangible benefits to
both staff as well as line managers throughout changes into payroll business
process.
ENTER YOUR NAME WITH STUDENT ID PAGE 3

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
3.3.2 Designers
The negotiating position of the designers will be stakeholders of the QH payroll
along with the government.
The potential conflicts in relationships that the designers may have are the way
the designing teams come to share understanding of each decisions they are
made into the design process (Stepanova 2015). The designers come with initial
idea and make it solves to the designing problems.
3.3.3 Contractors
The negotiating position of the contractors will be Queensland Health (QH).
The potential conflicts in relationships that the contractors may have are building
of faith among the clients so that they can invest into implementation of the
payroll systems (Bourdeaux et al. 2015). There is transparency into decision
making and changes into way of working into the payroll process.
3.4 Project 4: Funding
For Project 4 the negotiating position and conflicts in relationships of the
participants of this project are described below.
3.4.1 Owner
The negotiating position of the owner will be Queensland Health (QH).
The potential conflicts in relationships that the owner may have are “Business as
usual (BAU)” cost for delivering minimum requirements which are associated
with the production of the payroll for Queensland Health each pay period. There
is also maintenance of system, rectification of the defects in addition to
enhancement of the payroll system (Joslin and Muller 2015).
3.4.2 Designers
The negotiating position of the designers will be project stakeholders.
The potential conflicts in relationships that the designers may have are
stakeholders those are benefited from visibility of funding deficits (Kerzner 2017).
There are funding allocations for assisting to determine priority of future spends
along with value of the money assessments.
3.4.3 Contractors
The negotiating position of the contractors will be Queensland Health (QH).
The potential conflicts in relationships that the contractors may have are
“Business as usual (BAU)” cost for delivering minimum requirements which are
associated with production of the payroll system (Kerzner and Saladis 2017).
4 THE NEGOTIATION INTERACTION PROCESS
The process of negotiation interaction is occurred by interacting between two of
the project parties for providing the proper payroll system solutions to the
customers (Joslin and Muller 2015). During the processes, the negotiators form
the objectives for the entire Queensland Health. There are various approaches
into the negotiation interaction processes such as structural approach, strategic
approach, behavioural approach, concessional exchange approach and
integrative approach (Peia-Mora and Tamaki 2001). Based on the four projects,
there are identification of the negotiating position and providing of justifications of
those negotiating position.
ENTER YOUR NAME WITH STUDENT ID PAGE 4

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be integrative. It is
mainly focused on solving the project related problems, creating of project value
and communicating with the stakeholders to take decisions. There are adoptions
of stronger business benefits due to adoption of payroll system and providing the
stakeholders with the funding status of the payroll program to determine the
future spend furthermore value of the assessment of money (Lloyd-Walker and
Walker 2015). The project manager should review the current system and their
related issues.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be integrative. In
order to solve the project issues related to payroll system, the Australian
government with help of the project stakeholders take decisions to create a value
so that they should be successful completion of the project work on time (Pinto
2015).
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be concessional
exchange approaches (Schwalbe 2015). It is focused on concession making
behaviours in addition to positions. It is focused on stakeholder engagement
along with changes into management for supporting changes into the business
processes of Queensland Health.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be integrative. It is
focused on solving of the problems, creating of project value and communicating
with the stakeholders to take the proper project related decisions. They should
be also win-win solutions for the negotiation processes (Heagney 2016). They
are establishment of stronger position as the starting point for project negotiation.
5 THE NEGOTIATION METHODS
Based on the four projects, there are identification of the negotiating methods
and providing of justifications of those negotiating methods.
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be integrative. It
consists of prioritization of the trade off, not providing of unrealistic expectations
and having proper idea about the items required by the project stakeholders
such as time and cost schedule of the project (Stepanova 2015). It is based on
solving of the project related problems and communicating with the stakeholders.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be integrative. It is
also defined as win-win bargaining. It is a negotiation strategy that collaborates
to find the win-win solutions for the dispute (Alfredson and Cungu 2008). This
particular strategy is focused on development of beneficial agreements based on
interests of disputants.
ENTER YOUR NAME WITH STUDENT ID PAGE 5

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be concessional
exchange approach. It consists of honesty of the project team members towards
the project work in belief for the recovery, negotiation required for sponsorship as
well as support of project stakeholders. It is focused on concession making
behaviours along with positions into the negotiation processes (Lloyd-Walker and
Walker 2015). Concessional strategies are required as plan of goals and
positions to underlie interests into the project work.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be integrative. It is
focused on solving of the project issues, creating a proper project value for
implementing the payroll processes and communicating with the team members
(Lee, Huh and Reigeluth 2015).
6 THE OUTCOME
The final outcomes of the four projects from the negotiation process are varied. There
are three procurement approaches such as “Traditional—Segregated Design and
Delivery Procurement Forms, Focus on Integrated Design and Delivery Procurement
Arrangements—Emphasising Planning and Control and Focus on Integrated Project
Teams—Emphasizing Collaboration and Coordination” (Peia-Mora and Tamaki
2001).
6.1 Project 1: Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation process
for Project 1 is focused on the integrated design of the payroll system (Elliott and
Kaufman 2016). It is also focused on delivery procurement arrangements,
emphasising of the planning as well as project control. Into the forward strategy
of the payroll system, integrated supply chain management (SCM) and
management contracting are key significant requirements of the project 1.
Integrated SCM are at strategic and operational level decision making which
optimizes the performance of supply chain. The SCM system coordinates with
revision of the plan ad schedule across the functions of supply chain (Bourdeaux
et al. 2015). Management contract is arrangement under which the operational
control of Queensland Health is being vested by contract which performs of
managerial functions in return for fee.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is focused on integrated project team members, by emphasizing on
collaboration as well as coordination. Into governance and decision making,
project partnership is required (Lee, Huh and Reigeluth 2015). Partnership is
arrangement of people cooperate to advance the mutual interests into the project
work.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is “focus on integrated project team members- emphasizing
collaboration and coordination” with the project team members and project
stakeholders. Into people and change, there is requirement of early contractor
involvement and framework agreements (Joslin and Muller 2015). The reason for
adoption of this framework is collaboration, integration of design of payroll
system and value for money.
ENTER YOUR NAME WITH STUDENT ID PAGE 6

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is “focus on integrated design and delivery procurement
arrangements- emphasizing planning and control”. For the funding, integrated
SCM, management contracting, design of the project management plans such as
schedule plan, cost plan are required (Kerzner and Saladis 2017). Management
contract are the agreement among the investors along with project owners hired
to coordinate as well as oversee of the contract.
ENTER YOUR NAME WITH STUDENT ID PAGE 7

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
7 REFERENCES
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement
arrangements. Project Management Institute.
Peña-Mora F. and Tamaki T., 2001. Effect of Delivery Systems on Collaborative Negotiations
for Large -Scale Infrastructure Projects.
Alfredson T., and Cungu A., 2008. Negotiation Theory and Practice.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Mahmoud, M.A., Ahmad, M.S., Yusoff, M.Z.M. and Idrus, A., 2015. Automated multi-agent
negotiation framework for the construction domain. In Distributed Computing and Artificial
Intelligence, 12th International Conference (pp. 203-210). Springer, Cham.
Alonso, E., 2016. Conflict, opacity and mistrust in the digital management of professional
translation projects. Translation & Interpreting, 8(1), pp.19-29.
Beriker, N., Allen, S., Larson, M.J. and Wagner, L., 2018. Innovations in Doing Conflict
Research: The Legacy of Daniel Druckman. Negotiation and Conflict Management
Research, 11(1), pp.72-87.
Moore, C.W., 2014. The mediation process: Practical strategies for resolving conflict. John
Wiley & Sons.
Elfenbein, H.A., 2015. Individual differences in negotiation: A nearly abandoned pursuit
revived. Current Directions in Psychological Science, 24(2), pp.131-136.
Lee, D., Huh, Y. and Reigeluth, C.M., 2015. Collaboration, intragroup conflict, and social skills
in project-based learning. Instructional Science, 43(5), pp.561-590.
Abbasi, B.A., Gul, A. and Senin, A.A., 2017. Negotiation Styles: A Comparative Study of
Pakistani and Chinese Officials Working in Neelum–Jhelum Hydroelectric Project
(NJHEP). Journal of Creating Value, p.2394964316684239.
Elliott, M.L. and Kaufman, S., 2016. Enhancing Environmental Quality and Sustainability
through Negotiation and Conflict Management: Research into Systems, Dynamics, and
Practices. Negotiation and Conflict Management Research, 9(3), pp.199-219.
Stepanova, O., 2015. Conflict resolution in coastal resource management: Comparative
analysis of case studies from four European countries. Ocean & Coastal Management, 103,
pp.109-122.
Bourdeaux, M., Kerry, V., Haggenmiller, C. and Nickel, K., 2015. A cross-case comparative
analysis of international security forces’ impacts on health systems in conflict-affected and
fragile states. Conflict and health, 9(1), p.14.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology
and project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
Kerzner, H., 2017. Project Management Methodologies. Project Management Case Studies,
pp.1-27.
Kerzner, H. and Saladis, F.P., 2017. Project management workbook and PMP/CAPM exam
study guide. John Wiley & Sons.
Pinto, J.K., 2015. Project management: achieving competitive advantage. Prentice Hall.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt
Assn.
ENTER YOUR NAME WITH STUDENT ID PAGE 8