Projects Negotiation and Conflict Report for Queensland Health Payroll Program

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: Forward strategy for payroll system
The design or forward plan for the Queensland health payroll system use
modern method and new approaches for technology. During the time of urgency
this kind of stage is applied. This technology is used for inventory, paperwork
and risk or threat analysis. The characteristic of the project are dependent upon
NTCP.
2.2 Project 2: Governance and decision-making
For project 2, governance and decision making the suitable approach is one
institutionalized learning process (Wu, Zhao and Zuo 2017). The regular project
and business gaol can be achieved through team work and organized training
process.
2.3 Project 3: People and change
The project characteristics for the project 3 include project from the identity
perspectives. This project is accurate from transformation and people due to
identity. This approach is used for complete identification with stakeholder
change and cultures.
2.4 Project 4: Funding
For project 4 the characteristics are project from the “Complex products and
service perspectives”. With the addition of suitable values the tangible project
values can be generated and a project can be completed within estimated
budget (Legault et al. 2017).
3 THE PARTICIPANTS
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.
3.1.1 Owner
The negotiating position of the owner will be the Queensland Health payroll
system.
The potential conflicts in relationships that the owner may have include
documentation, identification, appropriate communication that is conducted
among the project stakeholders. All operation and functionalities can be
successfully implemented through this delivery model.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.1.2 Designers
The negotiating positions of the designers are the Chief Information Officer
(CIO), governing stakeholders associated to the payroll system development
project. It is the responsibility of the contractors to ensure that all the steps are
being followed for successfully implementing the payroll system.
The potential conflicts in relationships that the designers may face are profit,
challenges and the effective access of the system.
3.1.3 Contractors
The negotiating positions of the contractors include the stakeholders associated t
the payroll system development project.
The potential conflicts in relationships that the contractors may have are
accurate ability of the stakeholders to access and retrieve data from the server
(Meng, Chen and Qian 2018). A professional agreement should be established
in terms of trade contract.
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 is the Queensland health company itself.
The potential conflicts in relationships that the owner may have are effectual
access of program process that is essential for managing the project level
challenges.
Through the proper application of effective program management the conflict
level issues will be minimized.
3.2.2 Designers
The negotiating position of the designers will be the finance officer of the payroll
project.
The potential conflicts in relationships that the designers may face include proper
entrepreneurial business framework that is helpful for developing a secured
relationship between the service providers and the consumers (Delgado and
Romero 2016)
3.2.3 Contractors
The negotiating position of the contractors is Queensland Health.
The potential conflicts in relationships that the contractors may have are valuable
access to the system that has been developed by QH. It will help the company to
manage all the problems with proper system measurements.
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 is Queensland Health.
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