Queensland Health Payroll Program: Project Claims and Damages Report

This report analyzes the subthemes and KSAEs for Projects 1-4 of the Queensland Health Payroll Program to reduce project claims and damages. It includes platform foundation, behavioral factors, and processes, routines, and means. The report also includes a table of contents and references. Course code and college/university not mentioned.

1
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

PROJECT CLAIMS AND DAMAGES REPORT
Queensland Health Payroll Program
Table of Contents
PROJECT 1: FORWARD STRATEGY FOR PAYROLL SYSTEM...............................................3
Platform Foundation (p. 117-118)...............................................................................................3
Behavioral Factors (p. 119-120)..................................................................................................6
Processes, routines, and means (p. 121-122)...............................................................................9
PROJECT 2: GOVERNANCE AND DECISION-MAKING.......................................................13
Platform Foundation (p. 117-118).............................................................................................13
Behavioural Factors (p. 119-120)..............................................................................................16
Processes, routines, and means (p. 121-122).............................................................................19
PROJECT 3: PEOPLE AND CHANGE........................................................................................23
Platform Foundation (p. 117-118).............................................................................................23
Behavioural Factors (p. 119-120)..............................................................................................26
Processes, routines, and means (p. 121-122).............................................................................29
PROJECT 4: FUNDING...............................................................................................................32
Platform Foundation (p. 117-118).............................................................................................32
Behavioural Factors (p. 119-120)..............................................................................................35
Processes, routines, and means (p. 121-122).............................................................................38
References......................................................................................................................................42
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PROJECT CLAIMS AND DAMAGES REPORT
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PROJECT CLAIMS AND DAMAGES REPORT
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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 to analyze the future
service model and payroll model of Queensland Health.
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are
itemized in the following tables.
Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE: To attain credibility and confidence in engaging
the relationship between the parties.
Project Management KSAE: It is highly required to offer the best
value and maintain significant emergency recovery plan for the
program in order to maintain collaborative circumstances.
Business Solution KSAE: The competitive resources associated with
the QH payroll programs must be evaluated.
Relational KSAE: The known and unknown risk associated with the
payrolls system can be impacted due to the Hospital Boards model.
2. Joint Governance
structure
Technical KSAE:
To attain such a platform where the collaboration of each distinct
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stakeholders is needed by complying with the governance structure.
Project Management KSAE:
The combined impact of the project needs to be considered in order
to reduce the impact of staffs based on pay date, change program
initiative.
Business Solution KSAE:
The best value of governance structure must be yielded by engaging
each stakeholder including Queensland Government CIO.
Relational KSAE:
Successful implementation of SAP is desired for exploring risks,
benefits and associated costs to QH by engaging each stakeholder.
3. Integrated Risk
Mitigation Strategy
Technical KSAE:
Risk sharing conversation must be formulated amongst stakeholders
for reducing the risk associated with the new system.
Project Management KSAE:
Prioritising, identifying, documentation and communication are
highly required for reducing the integrated risk.
Business Solution KSAE:
Recovery of overpayments and proactive measures to initiate change
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program by reducing lodging historical payroll forms is highly
required.
Relational KSAE:
The integration of SAP would benefit the structure of QH for
enhancing its planning activity.
4. Join
Communication
Strategy
Technical KSAE:
Common system and the process must be adopted with the
integration of change management approach for adopting SAP.
Project Management KSAE:
Integration of a wider group of stakeholder is required, (Bryde et al.
2013).
Business Solution KSAE:
Scanning initiative and system integration are required.
Relational KSAE:
Investigation of electronic rostering system options.
5. Co-location
Strategy
Technical KSAE:
Scalability and market scanning initiative to be adopted.
Project Management KSAE:
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Integration of Queensland Government CIO and other stakeholder is
required.
Business Solution KSAE:
Appropriate market scanning initiative to be adopted.
Relational KSAE:
The longer-term vision for time and attendance business process is
required for QH.
Behavioral Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Authenticity, reflectiveness, spirit, wisdom is highly required.
Project Management KSAE:
The list of prioritized payroll must be integrated in order to minimize
the impact on staffs and reduce the risk associated.
Business Solution KSAE:
Appreciation nature is required.
Relational KSAE:
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Pragmatism and authenticity are required to carry out the new payroll
system.
7. Trust-Control
Balance
Technical KSAE:
Planning and execution are highly required.
Project Management KSAE:
Safe workplace culture based on the QH payroll program.
Business Solution KSAE:
Relationship building amongst stakeholders and government is
required.
Relational KSAE:
Autonomy is highly required to initiate forms of trust.
8. Commitment to be
Innovative
Technical KSAE:
It is highly required to analyze, document and communicate the
payroll service and operating delivery models that are used by the
Queensland Health for innovation, (Phillips, 2013).
Project Management KSAE:
Innovative ideas to implement SAP are significant.
Business Solution KSAE:
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Experimentation of the new system is required.
Relational KSAE:
High level of commitment from each stakeholder is required.
9. Common best-for-
project Mindset
and Culture
Technical KSAE:
Each member must have similar goals for implementation of SAP.
Project Management KSAE:
The challenges must be resolved for the integration of SAP.
Business Solution KSAE:
The performance and outcomes of the new system must be combined
for minimizing its impact on staffs.
Relational KSAE:
Support for recruitment and healthy payroll must be adopted.
10. No-blame Culture Technical KSAE:
Members must work co-ordinately and take their own responsibility
for its successful implementation.
Project Management KSAE:
The process to recover overpayments must be approved for an
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efficient payroll system of QH without blaming.
Business Solution KSAE:
Each work must be completed with complete responsibility, (Rose,
2013).
Relational KSAE:
Time and effort should be provided without blaming others.
Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
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11. Consensus
Decisions
Technical KSAE:
Enablers of consensus are required from each stakeholder for SAP
implementation.
Project Management KSAE:
Collaborative attitude for making informed decisions.
Business Solution KSAE:
Proactive measures for making informed decisions.
Relational KSAE:
Unanimous decision for making informed decisions.
12. Learning and
Continuous
Improvement
Technical KSAE:
Adaptability and cultural drivers for adoption of the new system.
Project Management KSAE:
Growth and higher experience are required.
Business Solution KSAE:
Successful adoption of the new payroll system.
Relational KSAE:
Collaboration and unity amongst staffs for its successful
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implementation.
13. Incentive
Arrangements
Technical KSAE:
Quality work and higher productivity for the adoption of the new
payroll system.
Project Management KSAE:
Tension management approach must be initiated.
Business Solution KSAE:
Integration of a good compensation system and implementation of
change in pay date is required.
Relational KSAE:
Restructure of old policies and shift from historical pay forms is
required, (Kerzner and Kerzner, 2017).
14. Pragmatic
Learning-in-Action
Technical KSAE:
Experimental approaches must be considered as well for faster
integration of the new payroll system.
Project Management KSAE:
Effective monitoring for the adoption of SAP.
Business Solution KSAE:
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Effective coaching and training for change management and up
gradation of SAP.
Relational KSAE:
Integration of each staff for its successful implementation.
15. Transparency Technical KSAE:
Accountability for implementation of the change program.
Project Management KSAE:
Transparent procedure for analysing business requirements for SAP
implementation.
Business Solution KSAE:
Initiate a clear communication pattern between stakeholders.
Relational KSAE:
Increase in coordination by merging each stakeholder.
16. Mutual
Dependence and
Accountability
Technical KSAE:
Initiation of accountability and a mutual dependence to interface with
SAP.
Project Management KSAE:
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Collaboration amongst stakeholders with long-term visions.
Business Solution KSAE:
Trust and confidentiality nature for investigating the system options
of rosters.
Relational KSAE:
Mutual cooperation and understanding amongst stakeholders.
PROJECT 2: GOVERNANCE AND DECISION-MAKING
The preferred form of procurement as an outcome from the negotiation process for Project 2
proposed in the PPMP20011 Projects Negotiation and Conflict Report was to establish such
ground that can assist to enhance the governance structure and decision making ability based on
QH payroll system. The adoption of the new SAP interface requires effective integration of
governance and decision-making skills by each stakeholder.
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are
itemized in the following tables.
Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
Competitive resources and best valuation of the key improvement
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projects, (Cheung and Chow, 2011).
Project Management KSAE:
Recognition of governance roles and responsibilities must be
maintained.
Business Solution KSAE:
The current governance framework must be followed based on
payroll portfolio.
Relational KSAE:
Enterprise framework and program governance are required.
2. Joint Governance
structure
Technical KSAE:
Appropriate levels of governance must be maintained.
Project Management KSAE:
Availability of windows is required for fixings the system
enhancements.
Business Solution KSAE:
The link between QH financial system upgrade and payroll portfolio
governance must be established.
Relational KSAE:
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Engagement of 3rd party for independent assurance activities is
required.
3. Integrated Risk
Mitigation Strategy
Technical KSAE:
Engagement of senior leaders is required to carry forward the
strategy.
Project Management KSAE:
Roles and responsibilities must be specified to reduce risk.
Business Solution KSAE:
Current committee and associated membership must be integrated for
making informed decisions.
Relational KSAE:
The requirement for enhanced payroll performance based on
accuracy, timeliness as well as retrospectively.
4. Join
Communication
Strategy
Technical KSAE:
Governance roles and responsibilities must be specified for effective
communication.
Project Management KSAE:
System enhancement with the collaboration of each stakeholder.
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Business Solution KSAE:
Interdependencies between payroll and finance system must be
cleared.
Relational KSAE:
Division of responsibility for technology deployment and release
content must be specific.
5. Co-location
Strategy
Technical KSAE:
The technical deployment must remain in place.
Project Management KSAE:
Informed decisions for maximizing the opportunities for system
enhancements, (Yousefi et al. 2010).
Business Solution KSAE:
The deployment of technical change must be communicated
effectively.
Relational KSAE:
Independence nature of reporting relationship must be attained across
QSS and QH.
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Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Commitment from key leaders is required.
Project Management KSAE:
Each staff must adhere to the decisions and changes made.
Business Solution KSAE:
Authenticity and interdependencies between governance structures
must be established.
Relational KSAE:
The effectiveness of the decisions needs to be formulated in a
transparent way.
7. Trust-Control
Balance
Technical KSAE:
Reporting relationship changes must be balanced.
Project Management KSAE:
Trust towards the key leaders must be maintained.
Business Solution KSAE:
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The roles and responsibilities specified must be adhered.
Relational KSAE:
Relationship and coordination would increase with trust control
measures.
8. Commitment to be
Innovative
Technical KSAE:
New changes and roles must be worked out with complete
commitment.
Project Management KSAE:
Innovative ideas for adopting the changes of the new system must be
developed.
Business Solution KSAE:
Commitment towards improvement and enhancement of the new
system is desired.
Relational KSAE:
Each stakeholder must encourage and motivate the staffs for
successful adoption of the new payroll system, (Lloyd-Walker and
Walker, 2015).
9. Common best-for-
project Mindset
and Culture
Technical KSAE:
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New windows for enhancement of the system must be the prior goal.
Project Management KSAE:
Alignment of the common goals is required for implementation.
Business Solution KSAE:
Outcomes and performance levels must be set for the mindset.
Relational KSAE:
The value for such adoption must be yielded by reporting the
changes efficiently to the RMG.
10. No-blame Culture Technical KSAE:
Staffs must take their own responsibility based on the governance
structure.
Project Management KSAE:
The decisions made must be informed without biases.
Business Solution KSAE:
Effective formulation of decisions by integrating higher
management.
Relational KSAE:
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Division for responsibility and technical deployment must adhere.
Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
Decsiions for enahcnemnet and changes must eb made unanimously.
Project Management KSAE:
Decisions must be made in view of managing risks, issues and
benefits with consensus.
Business Solution KSAE:
3rd party integration is required for undertaking independent
assurance activities for the payroll portfolio.
Relational KSAE:
QH payroll portfolio must be assured based on Queensland Audit
Office recommendations.
12. Learning and
Continuous
Improvement
Technical KSAE:
The periodic review must be formulated, (Renn et al. 2013).
Project Management KSAE:
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The implementation process must be assessed based on the
governance structure to make informed decisions.
Business Solution KSAE:
Periodic review process and monitoring are required for maintaining
efficiency.
Relational KSAE:
The key stages of implementation must be measured for making
informed decisions about changes.
13. Incentive
Arrangements
Technical KSAE:
Incentive plans must be formulated.
Project Management KSAE:
Based on tasks and review the incentives should be set.
Business Solution KSAE:
Periodic review of the implementation would set standards for
incentive decisions.
Relational KSAE:
Roles and responsibilities would also clear up the incentive
arrangements for decisions.
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14. Pragmatic
Learning-in-Action
Technical KSAE:
Key leaders must formulate roles and responsibilities.
Project Management KSAE:
Monitoring the progress is required by the governance, (Eco, 2013).
Business Solution KSAE:
Integration of governance framework is required for making
decisions and review process.
Relational KSAE:
Monitoring and coaching with effective training must be provided to
carry out the adoption.
15. Transparency Technical KSAE:
Each role and responsibilities must be set cleared.
Project Management KSAE:
Decisions must be framed accurately based on governance structure.
Business Solution KSAE:
Transparency is required amongst stakeholders and staffs.
Relational KSAE:
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The sense of accountability must be developed.
16. Mutual
Dependence and
Accountability
Technical KSAE:
Dependence between Payroll Portfolio Governance and the QH
financial system upgrade must be accountable.
Project Management KSAE:
Interdependencies between payroll and financial systems must be
provided.
Business Solution KSAE:
The major programs for payroll portfolio must be interdependent.
Relational KSAE:
Effective decision and governance structure must be integrated for
mutual dependencies.
PROJECT 3: PEOPLE AND CHANGE
The preferred form of procurement as an outcome from the negotiation process for Project 2
proposed in the PPMP20011 Projects Negotiation and Conflict Report was to implement the
stakeholder program for the QH payroll program.
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The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are
itemized in the following tables.
Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
Service delivery model and operations must be communicated.
Project Management KSAE:
Tangible benefits must be provided for their engagement.
Business Solution KSAE:
Benefits of a new payroll system must be communicated to the staffs
and line managers.
Relational KSAE:
Effective communication is required for collaboration and building
trust.
2. Joint Governance
structure
Technical KSAE:
Organizational changes must not affect the payroll functions.
Project Management KSAE:
Exploring the opportunities must be carry forwarded, (van
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Noordwijk, 2013).
Business Solution KSAE:
Government approach is highly required
Relational KSAE:
The complexity of award conditions must be established.
3. Integrated Risk
Mitigation Strategy
Technical KSAE:
Ward conditions must be established.
Project Management KSAE:
The complexity of industrial environment for QH should be
formulated.
Business Solution KSAE:
Disruption on the payroll functions must be eliminated.
Relational KSAE:
QH payroll stakeholders must recognize Government approach for
the new system.
4. Join
Communication
Strategy
Technical KSAE:
Effective communication amongst stakeholders is required.
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Project Management KSAE:
Awareness amongst staffs and line manager about changes should be
conveyed.
Business Solution KSAE:
Benefits of the new system must be communicated.
Relational KSAE:
Issues related to such adoption must be managed.
5. Co-location
Strategy
Technical KSAE:
Each staff should analyze the effectiveness of such adoption.
Project Management KSAE:
Significant steps must be taken for maintaining the effectiveness.
Business Solution KSAE:
QH payroll program must be upgraded based on the existing
practices.
Relational KSAE:
The complexity of the adoption must be resolved.
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Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Key leaders must initiate the change management process, (Caputo,
2013).
Project Management KSAE:
The adoption of such change must be authenticated by the QH
system.
Business Solution KSAE:
Accountability and transparency of such adoption towards change
must be assessed.
Relational KSAE:
Recommendations must be analyzed for further enhancements.
7. Trust-Control
Balance
Technical KSAE:
Trust towards higher management must be attained.
Project Management KSAE:
Transparency must be standardized based on the changes.
Business Solution KSAE:
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Communicating the benefits provided by the system.
Relational KSAE:
Trust must be built.
8. Commitment to be
Innovative
Technical KSAE:
Adoption of new changes.
Project Management KSAE:
Continuous improvement is required.
Business Solution KSAE:
Experimenting, testing, and prototyping are required for its
successful adoption.
Relational KSAE:
Innovative ideas must be formulated for change management.
9. Common best-for-
project Mindset
and Culture
Technical KSAE:
Common goals must be aligned between staffs.
Project Management KSAE:
Performance and outcome levels must be accessed.
Business Solution KSAE:
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Excellence must be achieved, (Ting‐Toomey, 2017).
Relational KSAE:
The value for such adoption must be analyzed.
10. No-blame Culture Technical KSAE:
Each staff is responsible for their own work.
Project Management KSAE:
Any issue would lead to strict action.
Business Solution KSAE:
Facilitating mechanism of no-blame culture.
Relational KSAE:
Integration of top management in the change process.
Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
Inhibitors of consensus to be established.
Project Management KSAE:
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Cultural drivers for adoption should be formulated.
Business Solution KSAE:
Enablers of consensus must be utilized for its successful adoption
Relational KSAE:
Decisions should base on benefiting the staffs rather than impacting.
12. Learning and
Continuous
Improvement
Technical KSAE:
Knowledge transfer procedure to be adopted.
Project Management KSAE:
New ideas must be adapted.
Business Solution KSAE:
Learning and skills development for the system must be integrated.
Relational KSAE:
Creation of innovative ideas for the system must be considered.
13. Incentive
Arrangements
Technical KSAE:
Benefits of such adoption must be communicated.
Project Management KSAE:
Process reviews must be formulated.
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Business Solution KSAE:
Conflict management process must be initiated.
Relational KSAE:
3rd party collaboration must be incentivized.
14. Pragmatic
Learning-in-Action
Technical KSAE:
Learning through action is required.
Project Management KSAE:
Effective training is required.
Business Solution KSAE:
Monitoring and mentoring from higher authority of QH is required.
Relational KSAE:
The periodic review must be conducted.
15. Transparency Technical KSAE:
The sense of transparency to the stakeholders as required, (Ussher
and Perz, 2013).
Project Management KSAE:
The sense of accountability must be formulated.
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Business Solution KSAE:
Clear communication pattern is required.
Relational KSAE:
An integrative approach is required.
16. Mutual
Dependence and
Accountability
Technical KSAE:
Dependence of each staff is required.
Project Management KSAE:
Enablers must be motivated.
Business Solution KSAE:
Inhibitors must be encountered.
Relational KSAE:
Accountability and dependence amongst each stakeholder must be
formulated.
PROJECT 4: FUNDING
The preferred form of procurement as an outcome from the negotiation process for Project 2
proposed in the PPMP20011 Projects Negotiation and Conflict Report was
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The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are
itemized in the following tables.
Platform Foundation (p. 117-118)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
1. Motivation and
Context
Technical KSAE:
Key cost drivers must be analyzed.
Project Management KSAE:
BAU Costs for each pay period must be established.
Business Solution KSAE:
Defect and system rectification cost must be analyzed for unknown
risks.
Relational KSAE:
System enhancement cost must be analyzed for known risks.
2. Joint Governance
structure
Technical KSAE:
Benefits the stakeholders for receiving funding.
Project Management KSAE:
Tangible benefits would be attained.
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Business Solution KSAE:
Governance structure for QH payroll needs to be integrated
Relational KSAE:
Funded and unfunded components must be signified.
3. Integrated Risk
Mitigation Strategy
Technical KSAE:
Funding shortfall would be reduced.
Project Management KSAE:
Increase in commitment from stakeholders, (Depledge, 2013).
Business Solution KSAE:
Quantifying results after its adoption.
Relational KSAE:
Enhancement of business cases based on enhanced projects must be
established.
4. Join
Communication
Strategy
Technical KSAE:
Committed expenditure based on requirements.
Project Management KSAE:
Priority for future spends and value for money assessments.
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Business Solution KSAE:
Enhanced system performance for improvements.
Relational KSAE:
Investment for ongoing improvements is required.
5. Co-location
Strategy
Technical KSAE:
System maintenance funding.
Project Management KSAE:
Minimum requirements for enhancement.
Business Solution KSAE:
Discretionary improvements required for the project.
Relational KSAE:
Adequate funding is required for successful adoption.
Behavioural Factors (p. 119-120)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
6. Authentic
Leadership
Technical KSAE:
Stakeholders involvement, (Pizer, 2013).
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Project Management KSAE:
Resilience, spirit, and authenticity required.
Business Solution KSAE:
Engagement of each staff.
Relational KSAE:
Enhanced degree of leadership for implementation.
7. Trust-Control
Balance
Technical KSAE:
Effective funding allocations.
Project Management KSAE:
Value for money assessments.
Business Solution KSAE:
Commitment towards implementation.
Relational KSAE:
Use of proper funding strategy.
8. Commitment to be
Innovative
Technical KSAE:
The sense of accountability.
Project Management KSAE:
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The sense of transparency.
Business Solution KSAE:
Analysis of future spend and current system requirements.
Relational KSAE:
Innovative ideas to mitigate shortfall, ( Pruitt, 2013).
9. Common best-for-
project Mindset
and Culture
Technical KSAE:
Use of appropriate funding.
Project Management KSAE:
Value for money reporting.
Business Solution KSAE:
Higher integration of stakeholders.
Relational KSAE:
An integrative approach for effective funding strategy.
10. No-blame Culture Technical KSAE:
Blaming own self for inappropriateness.
Project Management KSAE:
Adequate use of funds.
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Business Solution KSAE:
Facilitating mechanism to ensure effective use of resources.
Relational KSAE:
Scalable outcome and performance level for funding, (Herron et al.
2003).
Processes, routines, and means (p. 121-122)
Elements KSAE’s to maximize the effectiveness (pp. 123-133)
11. Consensus
Decisions
Technical KSAE:
Decisions for funding must be consensus.
Project Management KSAE:
Effective collaboration amongst stakeholders.
Business Solution KSAE:
Communication must be facilitated amongst staffs.
Relational KSAE:
Adequate use of funding through consensus decisions.
12. Learning and
Continuous
Improvement
Technical KSAE:
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Adoption of new ideas.
Project Management KSAE:
Knowledge transfer for funding, (Allen et al. 2013).
Business Solution KSAE:
Continuous improvement strategy.
Relational KSAE:
Learn from past mistakes for effective funding.
13. Incentive
Arrangements
Technical KSAE:
Conflict management procedures to be adopted.
Project Management KSAE:
Innovation is highly required.
Business Solution KSAE:
Payroll system must be integrated with necessary requirements.
Relational KSAE:
Value for money must be formulated, (Whiteley, 2013).
14. Pragmatic
Learning-in-Action
Technical KSAE:
Effective training is required.
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Project Management KSAE:
Monitoring and mentoring are required for funding.
Business Solution KSAE:
Action learning approach must be formulated.
Relational KSAE:
Effective involvement of stakeholders is required.
15. Transparency Technical KSAE:
Transparency of each transaction is required.
Project Management KSAE:
Accountability must adhere.
Business Solution KSAE:
Rational use of funds must be formulated, (Masterson and Pearsall,
2013).
Relational KSAE:
Clear communication and the open-book system must be formulated.
16. Mutual
Dependence and
Accountability
Technical KSAE:
Dependence of each stakeholder is required.
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Project Management KSAE:
The interdependencies of government and each regulatory bodies
must adhere.
Business Solution KSAE:
Accountable measures of funding are required, (DeMarco and Lister,
2013).
Relational KSAE:
Mutual dependencies and coordination are desired.
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References
Allen, R., Hemming, R. and Potter, B. eds., 2013. The international handbook of public financial
management. Springer.
Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information
modelling (BIM). International journal of project management, 31(7), pp.971-980.
Caputo, A., 2013. A literature review of cognitive biases in negotiation processes. International
Journal of Conflict Management, 24(4), pp.374-398.
Cheung, S.O. and Chow, P.T., 2011. Withdrawal in construction project dispute
negotiation. Journal of Construction Engineering and Management, 137(12), pp.1071-1079.
DeMarco, T. and Lister, T., 2013. Peopleware: productive projects and teams. Addison-Wesley.
Depledge, J., 2013. The organization of global negotiations: Constructing the climate change
regime. Routledge.
Eco, U., 2013. Mouse or rat?: Translation as negotiation. Hachette UK.
Herron, R., Clark, J., Lund, A. and Nagji, F., RISKVAULT Inc, 2003. System and method for
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Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement arrangements.
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Masterson, K.J. and Pearsall, L.D., 2013. Portable electronic kit for payroll voucher, time
tracking, and production administration in the entertainment industry. U.S. Patent Application
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Renn, O., Webler, T. and Wiedemann, P. eds., 2013. Fairness and competence in citizen
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Ting‐Toomey, S., 2017. Identity negotiation theory. The International Encyclopedia of
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Ussher, J.M. and Perz, J., 2013. PMS as a process of negotiation: Women’s experience and
management of premenstrual distress. Psychology & health, 28(8), pp.909-927.
van Noordwijk, M. ed., 2013. Negotiation-support toolkit for learning landscapes. World
Agroforestry Centre, Southeast Asia Regional Program.
Whiteley, D., 2013. An Introduction to Information Systems. Macmillan International Higher
Education.
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Yousefi, S., Hipel, K.W. and Hegazy, T., 2010. Attitude-based strategic negotiation for conflict
management in construction projects. Project Management Journal, 41(4), pp.99-107.
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