Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report discusses the negotiation and conflict management strategies for the Queensland Health Payroll Program. It includes information on the projects, participants, negotiation interaction process, negotiation methods, and outcomes.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 08/03/2018
Project Ownership: Queensland State Government
Prepared by: <<Please fill name of the Student>>, Project Manager
Distribution List:
Name Project Designation
Lisa Keith Head of Steering Committee
John Liz Designer
Hugo Li Developer
ENTER YOUR NAME WITH STUDENT ID PAGE 1

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
The use of the Turner and Cochrane strategy would be helpful for aligning the
utilization of the information depicting the use of the improved operation
management. The information system developed for the payroll project of
Queensland would be eased with the involvement of the strategy.
The Turner and Cochrane strategy would assist the governance and effective
decision making. It would result in simplifying the processes.
2.2 Project 2: Governance and decision-making
The organizational learning process would allow the ease of managing the
governance and decision making in the project of Queensland Health Payroll
Process.
The organizational learning process would allow the smart development and
information development for the project governance and decision making in the
Queensland Health Payroll Project.
2.3 Project 3: People and change
The people and change management in the project of Queensland Health
Payroll system would be effectively deployed with the help of smart learning
process for the project.
The ease of people and change management would be effectively deployed for
easing the implication of the information processing for limiting with the
development of the improved operation development.
2.4 Project 4: Funding
The project of Queensland Health Payroll would require the identity perspective
utilization for easing the management of the funding activities.
The use of identity perspective option strategy would be helpful for easing the
simplification of the funding operations and listing the operation development.
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 owner have high stakes in the forward strategy development of the
Queensland Health Payroll system development as the owners are the key
stakeholders of the project having major role in completion of the forward
strategy.
The potential conflicts in relationships that the owner may have are problem of
change requirements and the problem faced due to the modification of the
processes.
ENTER YOUR NAME WITH STUDENT ID PAGE 2

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.1.2 Designers
Since, the designers have no major contribution for the establishment of the
forward strategy in the Queensland Health Payroll Project, they have low
negotiation power. The designers would play no role for execution of the forward
strategy in the project.
The potential conflicts in relationships that the designers may have are change
implication, design issues, and payment issues.
3.1.3 Contractors
Contractors are the external stakeholders of the project and they are assigned
with the work responsibility of managing some major works for the execution of
the project. Hence, they have moderate negotiation power in this project phase.
The potential conflicts in relationships that the contractors may have are
disagreement from the contract and quality issues.
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 project governance and decision making lies in the consideration of the
project owner. The owner is highly responsible for the management of the project
and development of the effective decision making in the project. The owner
would have high negotiation power in this project phase.
The potential conflicts in relationships that the owner may have are problem of
change requirements and the problem faced due to the modification of the
processes.
3.2.2 Designers
The designer does not have any role in project governance and decision making
as those lies in the consideration of the project owner/client. The designer would
only be responsible for development of the design for the Payroll System of
Queensland Health Department. Hence, the negotiation power would be low for
the designers in this project phase.
The potential conflicts in relationships that the designers may have are change
implication, design issues, and payment issues.
3.2.3 Contractors
The contractors for the project of Queensland Health Payroll Project would be
responsible for the execution of the operations and aligning some of the work
responsibility. Hence, the negotiation power of the contractors is moderate for
this project phase.
The potential conflicts in relationships that the contractors may have are
disagreement from the contract and quality issues.
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.
ENTER YOUR NAME WITH STUDENT ID PAGE 3

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.3.1 Owner
The owners of the project of Queensland Health Payroll System would be
responsible for execution of the people management and change management.
They would either approve or reject the change implication. Hence their
negotiation power would be high for this phase of the project.
The potential conflicts in relationships that the owner may have are problem of
change requirements and the problem faced due to the modification of the
processes.
3.3.2 Designers
The people and change management are the responsibilities of the project
manager and client. The designers only have to focus on the design
development and execution. They would have low negotiation power for the
execution of the project.
The potential conflicts in relationships that the designers may have are change
implication, design issues, and payment issues.
3.3.3 Contractors
The project contractors would bring some workers in the project too for execution
of the supply of the materials. The changes in the project would cause the direct
impact for the requirement of the materials. Hence, the negotiation power of the
contractor would be moderate for this phase of the project.
The potential conflicts in relationships that the contractors may have are
disagreement from the contract and quality issues.
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 project governance and decision making lies in the consideration of the
project owner. The owner is highly responsible for the management of the project
and development of the effective decision making in the project. The owner
would have high negotiation power in this project phase.
The potential conflicts in relationships that the owner may have are problem of
change requirements and the problem faced due to the modification of the
processes.
3.4.2 Designers
The designer does not have any role in project governance and decision making
as those lies in the consideration of the project owner/client. The designer would
only be responsible for development of the design for the Payroll System of
Queensland Health Department. Hence, the negotiation power would be low for
the designers in this project phase.
The potential conflicts in relationships that the designers may have are change
implication, design issues, and payment issues..
3.4.3 Contractors
The contractors for the project of Queensland Health Payroll Project would be
responsible for the execution of the operations and aligning some of the work
responsibility. Hence, the negotiation power of the contractors is moderate for
this project phase.
ENTER YOUR NAME WITH STUDENT ID PAGE 4

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the contractors may have are
disagreement from the contract and quality issues.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be in accordance to
the strategy of behavioural approach for the project of Queensland Health
Payroll System.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be in accordance to
the strategy of structural approach for the project of Queensland Health Payroll
System.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be in accordance to
the strategy of integrative approach for the project of Queensland Health Payroll
System.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be in accordance to
the strategy of behavioural approach for the project of Queensland Health
Payroll System.
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be in accordance to
the strategy of integrative project negotiation for the project of Queensland
Health Payroll System.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be in accordance to
the strategy of fixed pie negotiation method for the project of Queensland Health
Payroll System.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be in accordance to
the strategy of staged project negotiation for the project of Queensland Health
Payroll System.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be in accordance to
the strategy of integrated project negotiation for the project of Queensland Health
Payroll System.
6 THE OUTCOME
ENTER YOUR NAME WITH STUDENT ID PAGE 5

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6.1 Project 1: Forward strategy for payroll system
The framework agreement strategy is the preferred form of procurement as an
outcome from the negotiation process for Project 1 of Queensland Health Payroll
System.
6.2 Project 2: Governance and decision-making
The preferred form of procurement is management contracting strategy as an
outcome from the negotiation process for Project 2 of Queensland Health Payroll
System.
6.3 Project 3: People and change
The preferred form of procurement is design and contract strategy as an
outcome from the negotiation process for Project 3 of Queensland Health Payroll
System.
6.4 Project 4: Funding
The preferred form of procurement is framework agreement strategy as an
outcome from the negotiation process for Project 4 of Queensland Health Payroll
System.
ENTER YOUR NAME WITH STUDENT ID PAGE 6

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
7 BIBLIOGRAPHY
Jiao, J.R., You, X. and Kumar, A., 2006. An agent-based framework for collaborative
negotiation in the global manufacturing supply chain network. Robotics and Computer-
Integrated Manufacturing, 22(3), pp.239-255.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John
Wiley & Sons.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management:
The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Ojiako, U., Chipulu, M., Marshall, A., Ashleigh, M.J. and Williams, T., 2015. Project
management learning: A comparative study between engineering students’ experiences in
South Africa and the United Kingdom. Project Management Journal, 46(4), pp.47-62.
Review of the Queensland Health Payroll System. (2012). Queensland: QH Payroll Review
Report, pp.2-44.
Sidner, C.L., 1994, October. An artificial discourse language for collaborative negotiation.
In AAAI (Vol. 94, pp. 814-819).
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY:
McGraw-hill.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
Zheng, X., Le, Y., Chan, A.P., Hu, Y. and Li, Y., 2016. Review of the application of social
network analysis (SNA) in construction project management research. International journal of
project management, 34(7), pp.1214-1225.
ENTER YOUR NAME WITH STUDENT ID PAGE 7