Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report discusses the negotiation and conflict resolution strategies for four projects under the Queensland Health Payroll Program. It includes the participants, negotiation interaction process, negotiating methods, and outcomes.

PROJECTSNEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011ProjectsNegotiation
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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PROJECTSNEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
The future payroll service delivery models and the operations used by the QH as
identify priority, and document and as communicate. It develops a payroll list as
per preferences as per the design and models. It also proposes a study for future
business requirements. Has the ability to interface with SAP.
2.2 Project 2: Governance and decision-making
The main characteristics of this project are to make critical decisions for go-
forward implementation.
The critical decisions are made for the project improvement in performance of
payroll. The leaders that are senior are engaged with the project so that the plan
executed well. These decisions also clearly defined roles and responsibilities.
2.3 Project 3: People and change
The main characteristics of the project are the stakeholder's engagement across
the QH.
The engagement has mainly done for the communication about the service
delivery model and the operations of the payroll forward. It also builds the payroll
system measurable and consistent, and the line managers also demonstrated
their role on the project.
2.4 Project 4: Funding
Funding is necessary for the project as it is necessary to assess the costing
amount for the project.
The funding is needed for the defect reduction and system maintenance. This
also requires while enhancing the system of the project. When the funding
visibility is clear, then the stakeholder of the project will be highly beneficial from
this.
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 impact is high in the project negotiation of the payroll system.
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PROJECTSNEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The impact is high because the payroll system is only going forward when the
owner of the system give required permission. The chances of conflict are also
there for the owner of the system as he makes the payroll.
3.1.2 Designers
The position is lower for the designers in the payroll system. As they do not have
any direct connection with the making of payroll.
There is a chance of the conflict of the designers with the other personnel in the
system. The conflict might happen because of the payroll negotiations.
3.1.3 Contractors
The contractor's position in the payroll forward is low as the contractors are not
connected with the payroll system.
There will be a chance of the conflict with another contractor those are
associated with the project. So there is some potential conflict to happen.
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
In the decision making the owners position is highest.
The owner makes all the decisions regarding the project. The owner makes all
rules, and the other people that are associated with the project can have conflict.
3.2.2 Designers
Designers are in the lower position in the negotiation.
There is some conflicting issue that the designers may have a face. The decision
that is made by the owner can create conflict.
3.2.3 Contractors
The contractor's negotiation position will have a lower impact on the project.
Contractors are not associated with the decisions as they are the externally
associated with the
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 impact of the owner in the negotiation procedure of people and change
project is high.
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As this project deals with the project stakeholders, so the owner needs to
maintain the relationship without making any conflict with the stakeholders. The
owner has the maximum impact on the stakeholder's management so that the
project get benefitted in the long term.
3.3.2 Designers
The negotiating positioning of the people and change project the designers has a
lower impact.
There is no chance of any conflict as the stakeholders, and the designers both
are externally associated with the project. Project designers are not that much
associated with the stakeholders because designers are the internal part of any
plan they only design the project.
3.3.3 Contractors
The contractors have the medium impact on the negotiating position of this task.
There is a chance of conflict happening because contractors of the project
sometimes act as the stakeholders as they take the project contract and also
invest on the project. Contractors are who those take the contract for completing
the project, and they have often interacted with the stakeholders so there is a
chance that conflict may raise.
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
Negotiating position of the owner is high in the funding project.
The owner makes the costing or the project budget so the is a chance that
conflict may arise with the other subordinates of the project.
3.4.2 Designers
The negotiating position of the designers will be high for this funding project.
The designers are also included while the costing is made because they will be
the part of the project which may create conflict if their cost is not the same.
3.4.3 Contractors
The contractors will have the medium negotiating position in this project.
The contractors have a conflict with the funding if they do not meet the required
amount for the contract of the project. Stakeholders are those who provide
required support to the project it can be of financial as well. As there is a financial
term between them so there is a chance that conflict may occur with the
contractors and the other personnel those are associated with the project.
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PROJECTSNEGOTIATION AND CONFLICT REPORT
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4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
The negotiating approach that would be required to follow for the forward
strategy for payroll system is a structural approach. The owner of the project
must take the structured way so that they will be able to implement the payroll
system successfully. The owner needs to identify the payroll and then they will
prioritise the system. This approach will assess the future requirements of the
business and the operating that are associated with the payroll system.
4.2 Project 2: Governance and decision-making
The negotiating approach that should be followed in this project is a strategic
approach. The decision will be made on the particular strategy after assessing
and identify the requirement in the project. When the strategy is made properly,
then the decisions also made efficiently which will be effective for the project.
The governance needs to be strategic, so that is will run smoothly.
4.3 Project 3: People and change
The negotiating approach recommended in this regard should be the behavioural
approach. The behavioural approach helps the project to strengthen the
relationship with the stakeholders of the project as it is necessary for a project to
run successfully if the relationship with the stakeholders is good. It will help the
project in the long term. The change that will be made must be informed to the
stakeholders so that the stakeholders will be satisfied.
4.4 Project 4: Funding
The negotiating approach that is recommended for this aspect is the strategic
approach. It is necessary for the project to make the project funding as per a
particular strategy. If the costing is made properly in the project so the chances
of conflict will be less in the project. Proper funding is necessary to effectively
complete the project and satisfy the contractors of the project and the
stakeholders.
5 THE NEGOTIATING METHODS
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PROJECTSNEGOTIATION AND CONFLICT REPORT
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5.1 Project 1: Forward strategy for payroll system
The negotiation method that will be used in the forward strategy for payroll
system is the use of effective pause and open-ended questions. In this method,
an eternal silence is maintained by the managers of the project so that other
people will not be able to interfere in the system strategy.
5.2 Project 2: Governance and decision-making
The negotiating method that should be followed in this regard is the projective
approach. It is necessary for the project manager to become a projective thinker
so that the government will run without any obstacle and the decisions that will
be made by the manager of the project so that it will affect the decisions
positively.
5.3 Project 3: People and change
The negotiation method that will be applied in this project will be the win-win
situation making. In this process, a situation is made where both parties will be
benefitted from the implementation. The decision will beneficial for the project,
and the stakeholders of the project will also be satisfied.
5.4 Project 4: Funding
The negotiation process that will be applied in this project is the process of
assessing the situation. Where the manager of the project has to assess the
situation and then make the project cost. The manager has to keep in mind that
all the cost will be efficient for the all that is associated with the project.
6 THE OUTCOME
6.1 Project 1: Forward strategy for payroll system
The forward strategy for payroll system will be highly beneficial from the
negotiation process adaption. Because as the higher management does not
disclose the strategy of the project for payroll system so that the project will be
more effective. Other projects will not be able to use the strategy used in the
project.
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PROJECTSNEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6.2 Project 2: Governance and decision-making
After implementing the negotiation method, the governance will be work more
effectively. The methodology taken is the projective thinking methodology as it
will help the project to run successfully because the manager can handle the
governance and he will also make the decision in a projective manner after
thinking only.
6.3 Project 3: People and change
The outcome of the negotiation process in this project will have a great impact as
it will make a win-win situation for all. This will benefit the project, and the
stakeholder satisfaction will also be taken care off so that the project gets
advantageous in the long term.
6.4 Project 4: Funding
In the funding project when the negotiation applied the outcome is way efficient
for the project. The costing of the project will be more effective as it will be made
on a particular strategy that how much is to be invested on for which purpose. If
the project is cost effective, then it will be good for both of stakeholders and the
project contractors.
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References:
Chesterman, R.N., 2013. Queensland Health Payroll System Commission of
Inquiry. Retrieved, 20(04), p.2014.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured
approach. Routledge.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured
approach. Routledge.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management:
linking project management performance and project success. International journal of
project management, 32(2), pp.202-217.
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), pp.105-121.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY:
McGraw-hill.
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