Projects Negotiation and Conflict Report

This report provides an analysis of negotiation and conflict in different projects. It discusses the characteristics of each project, the participants involved, and the potential conflicts they may face. It also recommends negotiation approaches for each project and highlights the preferred form of procurement as an outcome. References are provided for further reading.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: Date of the current Projects Negotiation and Conflict Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
2.1 Project 1: the Forward strategy for payroll system
The project characteristics of project 1 are a forward methodology in
context to finance framework, forward arrangement or structure for the
finance foundation or framework, from Diamond perspective: The NCTP
an incredible and also proper methodology. NCTP infers to Novelty,
Complexity, and Technology Moreover Pace. Oddity and additionally
Complexity is portrayed as being the leap forward, subordinate, being get
together, cluster and framework.
The justifications in context to these characteristics are in the forward
strategy in context to the finance Systems, these two in a world which is
perfect use a summary in context to extraordinary pay stretches out
despite it is utilized to develop an extreme better methodology for
understanding the issue or issue. As stated by Peña-Mora and Tamaki
(2001), innovation is likewise characterized as the utilization of present-
day strategies and new ways to deal with innovation. The stage is utilized
when there can be any kind of direness in the entire work. Forward
Strategy finance framework, the system is utilized for printed material,
stock, benefits and also dangers or dangers. The stage is typically used
when there is an issue or worry in general undertaking work.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are basic leadership and
administration for the administration and in addition for basic leadership,
one organized learning process is the reasonable or most fitting method
for activities The justifications for these characteristics are There are two
kinds of administration and arbitration that can unquestionably be
effectively done that they can be discussed in gatherings. In the composed
preparing process, individuals' groups meet to accomplish and achieve a
standard objective.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2.3 Project 3: People and change
The project characteristics of project 3 are Individuals and change for the
general population, and also for the changes, a recognizable task is the
ideal approach to do it from a singularity perspective.
The justifications for these characteristics are the venture is fitting for the
general population and change since the character is inside individuals and
also culture. This view is used in context to recognize the partner's
progressions and societies.
2.4 Project 4: Funding
The project characteristics in context to project 4 are Financing for the
subsidizing; ventures are the best methodology from the Complex
Products Services Purpose.
The justifications in context for these characteristics are methodology is
fitting for a reserve as it is continually perceiving the estimation of the
task furthermore, the conviction estimation of the endeavor. This gives a
clear idea concerning money related help the point of view of an
aggregate endeavor (Ting-Toomey, 2004).
3 THE PARTICIPANTS
3.1 Project 1: the Forward strategy for payroll system
For Project 1 the negotiating position and conflicts in relationships of the
participants of this project are described below.
3.1.1 Owner
The negotiating position of the owner will be collaborative.
The potential conflicts in relationships that the owner may have are
disputes and non-cooperation.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.1.2 Designers
The negotiating position of the designers will be collaborative.
The potential conflicts in relationships that the designers may have are
formal conflicts and informal conflicts.
3.1.3 Contractors
The negotiating position of the contractors will be collaborative.
The potential conflicts in relationships that the contractors may have are
due to responsibilities, roles, and disputes.
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 collaborative.
The potential conflicts in relationships that the owner may have are non-
cooperation.
3.2.2 Designers
The negotiating position of the designers will be the compromising style
in context to negotiation.
The potential conflicts in relationships that the designers may have are
healthy and unhealthy conflicts. Undesirable clash can make a hindrance
that keeps groups from discussing contradictions that issue. One
individual's close to home or elaborate issues can keep the group from
effectively captivating in the important talk. Consequently, planners must
perceive the contrasts between these things and do what they can to
abstain from being the wellspring of the unfortunate clash.
3.2.3 Contractors
The negotiating position of the contractors will be competing for style in
context to negotiation.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the contractors may have are
timing, construction services and delay in work.
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 collaborative.
The potential conflicts in relationships that the owner may have are
potential, perceived and actual conflict in context to interests.
3.3.2 Designers
The negotiating position of the designers will be collaborative.
The potential conflicts in relationships that the designers may have are
formal and informal.
3.3.3 Contractors
The negotiating position of the contractors will be the compromising style
of negotiation.
The potential conflicts in relationships that the contractors may have are
an actual conflict of interest in context to private interest and employee
duties.
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 competing for style.
The potential conflicts in relationships that the owner may have been an
irreconcilable circumstance (COI) happens when a person who is engaged
with different interests has one intrigue that meddles with another. The
terms 'irreconcilable circumstance and 'contending interests' are utilized
reciprocally.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.4.2 Designers
The negotiating position of the designers will be competing for style.
The potential conflicts in relationships that the designers may have are
formal and informal.
3.4.3 Contractors
The negotiating position of the contractors will be competing.
The potential conflicts in relationships that the contractors may have are
conflicts of interest.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: the Forward strategy for payroll system
For Project 1 the negotiating approach recommended should be structural
approach to manage exchanges view organized outcomes as a part of the
characteristics or fundamental features that portray each explicit exchange.
These characteristics may join features, for instance, the amount of social
occasions and issues related with the exchange and the creation or relative
power of the battling parties
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating approach recommended should be strategic
because they are grounded in the conviction that there is one best answer for
each transaction issue, they try to speak to "what ultra-shrewd, flawlessly
objective, super-individuals ought to do in focused, intelligent [i.e. bargaining]
circumstances".
4.3 Project 3: People and change
For Project 3 the negotiating approach recommended should be The
behavioural approach as these traditions share the perspective that game plans
– paying little respect to whether between nations, administrators and affiliations,
or neighbours are in the long run about the general population included.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
4.4 Project 4: Funding
For Project 4 the negotiating approach recommended should be strategic as
they search for 'best arrangements' from all points of view of a transaction, this
methodology has been called Symmetrically Prescriptive. The vital methodology
is the establishment for transaction speculations, for example, amusement
hypothesis and basic hazard hypothesis.
.
5 THE NEGOTIATION METHODS
5.1 Project 1: the Forward strategy for payroll system
For Project 1 the negotiating method recommended should be facilitative
because it ensure that parties come to assertions reliant on information and
cognizance. They overwhelmingly hold joint sessions with all social affairs
present so the get-togethers can hear each other's points of view, yet hold
congregations much of the time
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be mediative as it
has with different procedural stages in which the go between helps the social
events in settling their discussion. The go between and the social events seek
after an unequivocal game plan of traditions that require everyone required to
participate
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be facilitative as they
require the get-togethers to have the noteworthy impact on decisions made,
rather than the social events' attorneys.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be non-binding
arbitration as this intervention is to help people in submitting extra time and
attentiveness with respect to the development of a deliberate, valuable and
extreme assertion.
6 THE OUTCOME
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6.1 Project 1: the Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation
process for Project 1 is to focus regarding Integrated Project Teams.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation
process for Project 2 is to focus on Integrated Project Teams for emphasizing
Coordination and collaboration.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation
process for Project 3 is traditional segregated delivery and design
procurement. IDDS building, plan and development will change the
manner by which forms are executed, how individuals and associations
are gifted, what's more, cooperate, and how accessible advancements can
react and invigorate this.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation
process for Project 4 focuses on integrated design and delivery
procurement. IDDS isn't only a subsequent stage to the mechanically
driven improvement of BIM programming, yet is focusing on the
improvement of a genuine change in outlook.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
7 REFERENCES
Peña-Mora, F., and Tamaki, T. 2001. Effect of delivery systems on collaborative
negotiations for large-scale infrastructure projects. Journal of Management in
Engineering, 17(2), 105-121.
Ting-Toomey, S., 2004. Translating conflict face-negotiation theory into
practice. Handbook of intercultural training, 3, pp.217-248.
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