Procurement Model Or The RBP Model - OMGT2197

In addition to the OMGT2197 question/answer, we will discuss Procurement Model or The RBP Model. We also cover the context of an understanding of this RBP model and its Sixteen Elements such as Motivation and Context, Joint Governance structure, Integrated Risk Mitigation Strategy, Join Communication Strategy, Co-location Strategy, etc.

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PART A (10 MARKS)
1. DESCRIPTION OF THE RELATIONSHIP BASED PROCUREMENT
MODEL OR THE RBP MODEL:
Walker & Walker in the book “Collaborative Project Procurement arrangements”, has
explained the RBP (Relationship Based Procurement) model applying Wittgenstein
Idea of Family Resemblance.
In this context the understanding of this RBP model and its sixteen (16) elements has
been properly explained in the light of concepts discussed in the book.
While the term relationship based procurement is often difficult to interpret as it does
not have any specific explanations. However it should be noted that the key concept
of relationship based procurement or the RBP model is that it develops a mechanism
that distribute responsibilities among the project collaborator and hold them
accountable for solving issues in the project. However the mechanism differs a lot as
per the project context and hence no standard mechanism is not available for
implementing the concept in the project.
The main concept of the model as depicted in the figure of the book of Walker &
Walker, is that it places the delivery component of the project at the core of the RBP
taxonomy model. It is referred to as the “stamen” of the flower. Then the “stamen” of
the flower is surrounded by the petals of the flower. Total 16 number of petals are
depicted in the model.
The model then defines key result areas or the KRAs that are required for defining
project performance which are then measured by the key performance areas or the
KPAs. KRAs are not limited to the traditional cost, time and fitness that are often
considered as important constraints to the RBP forms.
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At the base of the model four platform foundational facilities have been described that
are important for the procurement as those are required for providing infrastructure
element. Along with that those facilities are important to determine how to properly
execute the RBP form. A core psychological foundational element is the element that
helps in defining the motivations required for the contextual elements that defines the
collaborative approach with proper logic.
The base platform elements that have been defined in the previous section provides
support for the five behaviour shaping factors for the procurement which has been
described in the left-hand side of the model. These factors are considered in the
procurement for driving the normative practises that are essentials for defining the
ambience, the workplace cultural aspects, and also the feelings of the individuals who
are part of the project. These behavioural aspects are responsible for driving the six
process, routines and mean factors which are depicted in the right-hand side of the
model. These factors are considered for shaping the way RBP form will respond to
the platform foundational facility factors.
Hence from the discussion it is clear that a complete review and analysis of the model
is required for executing relationship based procurement which is a proper technique
for managing complex projects effectively and ensuring success in the project
execution. Hence a proper assessment of the model is an important considerations for
any project, especially projects which are complex and requires an in-depth analysis
of the procurement concept.
2. Detailed explanations of the 16 elements of the procurement model:
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1. Motivation and Context: It defines the circumstances that influence the choice
for the procurement. Additionally it also refers to the circumstances that has
effect on the degree of potential and possible collaboration in the project.
Hence it is an important element of the relationship based procurement model.
2. Joint Governance structure: it provides a standard and legitimate way to
govern the project activities according to the rules, standards and norms. It
also creates values and coordination between organizational mechanisms and
routines. This also provides a clear description of the way team should
collaborate and communicate for maximizing the benefits and effectiveness of
the project.
3. Integrated Risk Mitigation Strategy: it is required for providing a clear basis
to identify risks of the project. Additionally it also provides the framework for
developing strategy for mitigating the project risks in collaboration so that
quality of the project is maintained and an effective project-wide insurance
policy is established for effective risk management in the project. Basically it
provides risk sharing conversation, process for risk mitigation and also
provides the context for system integration which helps in structuring the
project efficiently.
4. Join Communication Strategy: it provides a common ICT platform for
efficient communication which helps in creating coordination in the project
that is required for successful project integration. A proper communication
strategy is required to minimize confusions between the project participants
and the stakeholders of the projects which is often an important issues to
consider in any project.
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5. Co-location Strategy: A proper strategy for the co-location ensures that each
team members in the project has a close interaction with other team members.
It increases team coordination and productivity.
6. Authentic Leadership: the authenticity of the leadership is evaluated in terms
of values and consistency integrated in the leadership process. It should be
integrated at each and every level of the project and team leadership, not only
for the person, but also for the supporting design and supply chain team
leadership. It basically describes the team and project culture.
7. Trust-Control Balance: trust-control balance means to understand the value
proposition of other teams in the project. It also provide a clear and transparent
mechanism for defining accountability in the project. It also refers to the
ability to trust others and providing suggestion for improvement. It enhances
trust relationship and also provides a workplace culture that is safe and
productive.
8. Commitment to be Innovative: it refers to the ability to be committed to the
innovation. The innovation is not meant for the self but to also inspire others
to innovate as well. Hence a close team participation is required from each and
every team members who are part of the project.
9. Common best-for-project Mindset and Culture: it specifies that the criteria for
defining a successful project should not be based on the individual
performance in the project. It is not important at all. It should be based on the
positive and successful project outcome. Hence an overall improvement in the
project is necessary rather than individual success and achievement.
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10. No-blame Culture: here the concept is to take the responsibility of the issues in
the project collaboratively, rather than blaming each other for the issues. Each
and everyone in the project should come forward and extend their help and
knowledge so that issues are solved effectively and efficiently.
11. Consensus Decisions: it measures the extent to which a total agreement has
been made at the project strategic and operational executive level. It requires
extensive discussion of the project strategy, exploring and testing the mental
models available for the project. It recommends not to opt for any decision
without proper analysis of the context. It affects the quality of the decision.
12. Learning and Continuous Improvement: it is not enough to define the KRAs
and KPIs for the projects. Projects teams should value the documented KRAs
and KPIs for the project. Hence a proper learning proposition is required for
the learning and transforming that into continuous improvement.
13. Incentive Arrangements: although collaborative accountability for project
risks are important for project, it also requires people to innovate and excel for
which a risk and reward mechanism is required. Hence arrangements for
incentives are important to consider in a collaborative project.
14. Pragmatic Learning-in-Action: it refers to the collection of values through
active and effective participations of the team members. There should be a
strategic focus for learning and gaining competitive advantage and
opportunities should be created for everyone so that they learn and adopt in a
collaborative way.
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15. Transparency: it refers to the extent to which the project participants agrees to
be analysed and provides confirmation for scrutiny. It also defines the trade-
off between the transparency and accountability in a project.
16. Mutual Dependence and Accountability: it specifies that the team members
should not only acknowledge the interdependencies within the team members
and the associated teams, but also properly evaluate that as well. Governance
might either support for individual team responsibility, or cross-team
collaboration or might either choose the both as required in the project.
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1 PROJECT 1: FORWARD STRATEGY FOR PAYROLL SYSTEM
The preferred form of procurement as an outcome from the negotiation process for
Project 1 proposed in the PPMP20011 Projects Negotiation and Conflict Report
was…
The subthemes and KSAE’s that will best mitigate and reduce project claims and
damages are itemised in the following tables.
1.1 Platform Foundation (pp. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
 Developing specification of the payroll system
 Making the payroll model available in the market
 Agreed scope, scale and performance
Project Management KSAE:
 Business case
 Project scope and cost development
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Insert the Outcome from the Projects Negotiation and Conflict Report and then complete the
table for each of the elements corresponding to the tables 11, 12, and 13 and KSAE’s identified in
Walker and Walker 2015 pp. 123-133.
Add more space or lines or adjust each table as you best think is appropriate.
Guidance boxes like this should be deleted when you have finished with the contents: position the cursor on the border,
left click when a cross appears, and press delete.

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 Stakeholder management
 Change management
 Risk management
 Procurement management
Business Solution KSAE:
 Project vision and purpose
 optimization of the project plan
 stakeholder engagement and proper assessment
Relational KSAE:
 developing trust for the leader and providing
motivation with close interaction and communication
2. Joint
Governance
structure
Technical KSAE: An end-to-end governance structure need
to be established along with establishment of the project
governance board at the project outset.
Project Management KSAE:
Developing an overreaching governance framework to
manage the procurement between the vendors.
Business Solution KSAE:
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 Identifying stakeholder and involving in governance
Relational KSAE:
 Providing priority to the stakeholder input and
integrating it into the governance process for
enhancing trust and collaboration
3. Integrated Risk
Mitigation
Strategy
Technical KSAE: The recently executed Workbrain (1,029
customisations) and SAP (1,507 customisations) systems
which have been heavily customised need to be optimized
for increasing compatibility and operating optimally in the
QH environment.
Project Management KSAE:
Initiatives must be taken for reducing error and contingency
planning must be developed for mitigation.
Business Solution KSAE:
There are several delays in identifying as well as rectifying
defects and issues related to the system such as fixes for date
change, changes associated with enterprise bargaining
changes, legislative compliance changes. This need to be
improved through endorsement of longer-term approach
through implementation of key system changes.
Relational KSAE:
Collaboration among the employees must be developed and
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maintained as well for identifying risk and mitigating them
effectively.
4. Join
Communication
Strategy
Technical KSAE: electronic communication must be
implemented for achieving speed and efficiency in the
communication process.
Project Management KSAE:
 Communication strategy and program must be
reviewed and analysed to identify issues and scope
for performance improvements.
 Additionally a payroll stabilization project must be
established
Business Solution KSAE:
The stakeholders that are identified in the Queensland Health
Payroll Program should be made aware about the project
activities and project progress. It also involves detailed
communication of the risks that the Queensland Health
Payroll Program project needs to address for the proper
procurement of the project.
Relational KSAE: consideration of communication process
program under a single portfolio for improving
communication through stakeholder engagement.
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5. Co-location
Strategy
Technical KSAE: to provide required resources and team
supports for assisting the staffs for improving overpayment
liability.
Project Management KSAE:
 Considering project portfolio for engaging specialist
and team members
 Tracking resource expenditure.
Business Solution KSAE:
The resource allocation needs to be made compatible with
the four year strategy developed for the Queensland Health
Payroll program and it should follow the work priorities.
Relational KSAE:
Work in close interactions with the employees and arrange
for specialist interactions to identify resource requirement
and allocate accordingly
1.2 Behavioural Factors (pp. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE: to develop awareness about various issues
in the Queensland Health Payroll program such as issues
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with payroll system, processing of information and system
integration and execution.
Project Management KSAE:
To create proper development strategy and the leader should
be responsible to implement that whenever any issues are
identified. Training should be provided to the employees to
make them aware of the system.
Business Solution KSAE:
Identifying business requirement for the project and ensuring
that the team efforts and work strategy follows that
requirement.
Relational KSAE:
To communicate with the employees and the team members
in the Queensland Health Payroll program to motivate them
for increasing their efficiency in various activities such that
data entry into the system, submitting the payroll and other
associated activities.
7. Trust-Control
Balance
Technical KSAE:
 specification and description developed for defining
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value proposition
Project Management KSAE:
 ensure if everyone has proper understanding of the
value proposition and its importance in the project
Business Solution KSAE:
 optimization of value proposition and team
collaboration framework as per the requirement of the
project
Relational KSAE:
 building team trust and collaboration environment in
the project team
8. Commitment to
be Innovative
Technical KSAE:
 Providing learning and innovation framework for
proper team development
Project Management KSAE:
 Ensuring team members are recognizing project
requirements and learning and innovating accordingly
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Business Solution KSAE:
 Developing business context for the project and
integrating it within the learning and innovation
framework
Relational KSAE:
 Encouraging everyone to learn and providing
assistance to those who requires
9. Common best-
for-project
Mindset and
Culture
Technical KSAE:
 Defining importance for common development
 Designing guideline for collaborative success
Project Management KSAE:
 Assessing team performance with reference to the
project development and overall project success
Business Solution KSAE:
 Optimizing collaborative framework for team
development and project success
Relational KSAE:
 Creating trust within the team
 Developing vision and culture for the joint
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development
10. No-blame
Culture
Technical KSAE:
 Guidelines for accountability
 Specifications for issues identification and mitigation
Project Management KSAE:
 Issues identification
 Project collaboration
 Joint development for solution to issues
Business Solution KSAE:
 Optimization of accountability guidelines
Relational KSAE:
 Creating trust and responsibility within team
1.3 Processes, routines, and means (pp. 121-123)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
 Development of agreement and framework for
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discussion
Project Management KSAE:
 agreement at the project strategic and operational
executive level
Business Solution KSAE:
 analysis of business context for framing decision
Relational KSAE:
 inviting team members for collaborative decision
12. Learning and
Continuous
Improvement
Technical KSAE:
 Resource design for learning and development
Project Management KSAE:
 Identification of the project requirements and
developing knowledge accordingly
Business Solution KSAE:
 defining KRAs and KPIs with reference to the
business requirements
Relational KSAE:
 motivating team to learn and improving performance
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13. Incentive
Arrangements
Technical KSAE:
 Detailed rules and regulations for awarding
incentives
Project Management KSAE:
 collaborative accountability for project risks
Business Solution KSAE:
 development of risk and reward mechanism
Relational KSAE:
 encouraging and motivating team members through
incentives
14. Pragmatic
Learning-in-
Action
Technical KSAE:
 strategic focus for learning and gaining competitive
advantage
Project Management KSAE:
 active and effective participations of the team
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members
Business Solution KSAE:
 defining values for the project in accordance with the
business requirements
Relational KSAE:
 collection of values through active and effective
participations of the team members
15. Transparency Technical KSAE:
 framework for auditing service and team efforts
 familiarizing team members with the framework
Project Management KSAE:
 applying framework with reference to the project
activities and project framework
Business Solution KSAE:
 optimization of the framework in accordance with the
business context
Relational KSAE:
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 creating trust within the team
 providing courage to the team for being transparent in
recognizing issues and accepting scrutiny
16. Mutual
Dependence and
Accountability
Technical KSAE:
 detailed description of the requirement for the team
collaboration
 defining strategy for mutual dependencies
Project Management KSAE:
 Designing governance for mutual dependencies as
per the project requirements and scope.
Business Solution KSAE:
 Defining business context for mutual dependencies
 creating stakeholder view for accountability in the
project
Relational KSAE:
 allowing team members to work in close interaction
 Creating sense of accountability within the team with
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detailed description of the project
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