Relationship Based Procurement Model and 16 Elements for Queensland Health Payroll Program

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
Program Name: Queensland Health Payroll Program
Date: Date of the current report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
ENTER YOUR NAME WITH STUDENT ID PAGE 1

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
PART A (10 MARKS)
Relationship Based Procurement Model:
The book “Collaborative Project Procurement Arrangements” by Walker and Walker have
been associated with explaining the RBP or the Relationship Based Procurement by the
application of the Wittgenstein Idea of Family Resemblance. This book has also helped a lot
in understanding the RBP model along with its sixteen elements. The key concept of the BRP
includes the development of a mechanism that is entirely associated with the development
of mechanism which is responsible for the distribution of the responsibilities amongst the
various collaborators of the project so as to consider them as responsible for solving any
kind of issues that are faced by project. Besides this it is also to be noted that the
interpretation of the RBP is very difficult and varies in accordance to the project and for this
reason it can be concluded that there is no such standard for the implementation of this
concept in project.
The model is also associated with providing the definition of the KRA or the Key Result Areas
which helps in understanding the project performance. This in turn is measured by making
use of the areas of key performance. This is often considered to be an important constraint
in the RBP model. There exist four platform foundational facilities and are considered to be
very much important in the process of procurement. The major reason behind this is that
they are entirely responsible for the providing the elements of the entire infrastructure.
These four platforms are associated with providing five behavior shaping factor. All these
factors which are generally considered during the procurement is responsible for driving the
various normative practices which are very much needed for the purpose of defining the
ambience, the individual feelings and the cultural aspects of the workplace. The behavioral
aspects are turn associated with the driving of the major six processes along with the
routines and the mean factors.
The implementation of an executive relationship-based procurement is entirely dependent
upon the complete analysis and reviewing of the RBP model and this is considered to be the
most appropriate technique helping in the management of the complex projects in an
effective way. This in turn would be associated with ensuring the fact that the project is
executed in a successful way. For all this reason, proper assessment of the model is
considered to be an important aspect which is to be considered for the projects.
Procurement model and the 16 Elements:
The 16 elements of the model have been discussed below:
1. Motivation and Context: this mainly includes the definition of the various circumstance
and the influences related to the procurement. The circumstances generally refer to the
incidents that are likely to affect the projects certain potentials and the collaborations
that are possible.
2. Joint Governance Structure: This generally includes the elements that are associated
with the providing of different ways which are standard along with being legitimate and
are responsible for governing all the activities of a project. This governing is generally
done in accordance to the various rules, standards or the norms. Besides this the
element is responsible for the creation of the values along with the creation of
coordination between the routines and mechanisms of the organization. Initially this
would lead to providing a clear definition of the ways related to the communication and
the collaboration so as to increase the benefits and effectiveness.
ENTER YOUR NAME WITH STUDENT ID PAGE 2

PROJECT CLAIMS AND DAMAGES REPORT
NAME OF PROJECT
3. Integrated Risk Management Strategy: This is the strategy associated with the providing
of definitions of the risks associated with the project along with providing the
appropriate framework needed for the purpose of mitigating the identified risks. This in
turn would be helping in the maintaining the project along with helping in establishment
of an effective strategy for managing the risks.
4. Joint Communication Strategy: This is associated with providing a common platform that
can be used for the purpose of having an effective communication. This in turn would be
helping in the creation of coordination between the project members which would help
in successful integration of the project. Confusions would be decreased between the
peoples associated with the project along with helping in mitigation of various issues as
well.
5. Co-Location Strategy: This is the strategy associated with making sure of the fact that
there exists a close interaction amongst the team members thereby increasing the
coordination amongst the team members as well as the productivity.
6. Authentic Leadership: The indicated the authenticity that the leaders are having so as to
evaluate the values as well as the consistency that the leaders should have and is to be
integrated in each and every level. This is to be done so as to support people along with
the design and the supply chain. So basically, it can be stated that this is associated with
describing the team as well as the project culture.
7. Trust-Control Balance: This generally refers to the capability that the other team
associated with the project are having so as to understand the value proposition.
Besides this a clear and transparent mechanism is also provided so as to define the
accountability in a project. This also refers to the capability of understanding along with
providing of suggestions related to improvement. The true relationship is enhanced
along with a workplace culture is provided which is safe as well as productive.
8. Commitment to be Innovative: This generally refers to the capability of being innovative
and besides this the innovation is not meant for the individuals but is also associated
with aspiring the others so as to get innovative as well. For this reason, there is always a
requirement of close participation from everyone associated with the project.
9. Common best-for-project Mindset and Culture: This element is responsible for specifying
the criteria associated with providing a definition of a successful project and this is
generally not dependent upon the individual performances. This is entirely dependent
upon the project outcomes which along with being positive are also successful in nature.
10. No-blame Culture: This is the concept associated with taking of responsibilities for any
kind of issue that are faced by the project in a collaborative way instead of blaming one
another for the issues. Besides this it is also to be made sure that everyone associated
with the project extends their helping hand so as to solve the issues.
11. Consensus Decisions: This is generally associated with measuring the extent of the total
agreement upon the executive, operational and the strategic level. This generally
requires a discussion regarding the strategy of the project along with the testing and
exploring of the mental models that are available. This strategy is associated with stating
the fact none of the options should be opt out in order to make a decision.
12. Learning and Continuous Improvement: There is always a need of having a proper
learning proposition in order to understand learn and transform into continuous
improvement. Along with this the team associated with project should also be
associated with valuing the KPIs and the KRAs that has been documented.
ENTER YOUR NAME WITH STUDENT ID PAGE 3