Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report analyzes the negotiation positions and conflicts in relationships of participants in four projects under Queensland Health Payroll Program. It recommends negotiation methods and outcomes for each project. The report also includes a bibliography of relevant sources.

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 project characteristics of project 1 are mainly dependent on the perspective
of Turner and Cochrane Four quadrant.
The justifications for these characteristics are based on the development of
application, product alignment as well as engineering. It is found that the
implications that are related with the payroll system would mainly be helpful in
developing number of activities. The results or outcome that is analyzed after
product analysis is helpful in developing number of operations which are very
much helpful.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are based on the perspective that mainly
deals with procedure of organizational learning.
The justifications for these characteristics are basically based on innumerable
processes which are mainly involved with it. The decision making is considered
to be quite chaotic in nature which would considered to be quite complex in
supporting different types of deviations which are generally associated with the
people.
2.3 Project 3: People and change
The project characteristics of project 3 are dependent on the perspective that
mainly deals with various organizational learning.
The justifications for these characteristics are mainly based on number of
change implication procedure that is mainly involved with the project work. The
project would be quite complex in context to the changes that are mainly related
with the people.
in aligning the changes that are mainly associated with the people.
2.4 Project 4: Funding
The project characteristics of project 4 are dependent on the perspective of
Identity.
The justifications for these characteristics are mainly associated with various
types of funding related project activities as the project investor helps in playing
an important role for organizing funds in order to complete the entire project
successfully..
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 considered to be high as the project
owner is the individual who can be able to approve as well as reject the project
by analyzing its feasibility.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the owner may have are mainly
related with variations in various operations and with the expectations that are
generally not met.
3.1.2 Designers
The negotiating position of the designers will be high as they generally play a
vital role in developing the payroll system with some exceptional design and that
is further is quite helpful as well as advantageous for the successful project
execution.
The potential conflicts in relationships that the designers may have are basically
dependent on different types of quality related issues as well as with the issues
that are associated with delivery.
3.1.3 Contractors
The negotiating position of the contractors will be low as they are generally not
required for executing the project activities however they are responsible of
taking the entire project associated contract so that the project can get
completed within the approved time.
The potential conflicts in relationships that the contractors may have are
dependent on various quality related issues as well as on the delivery 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 negotiating position of the owner will be high as the activities that are
associated with project governance as well as decision making mainly exists
under the category of decision making process as well as the potential conflicts
in relationships that the owner may have are associated with the design of the
user as well as with the issues that are associated with user interface.
3.2.2 Designers
The negotiating position of the designers will be low as the designers are mainly
needed for creating project related designs and thus they are generally not
categorized under the category of decision making as well as project
governance.
The potential conflicts in relationships that the designers may have are mainly
associated with inappropriate acceptance of design and challenges that are
associated with the user interface.
3.2.3 Contractors
The negotiating position of the contractors will be low as they do not have the
power to make some important decision that is associated with the work of the
project.
The potential conflicts in relationships that the contractors may have are
associated with process obligations as well as problems that are related with
change alignment.
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.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.3.1 Owner
The negotiating position of the owner will be high as the owner has the duty of
keeping the people aligned with the work, which are associated with the project,
and it is analyzed that the change implications are mainly considered as the part
of owner’s job.
The potential conflicts in relationships that the owner may have are associated
with the people’s attrition, conflict among the people as well as denial of
acceptance.
3.3.2 Designers
The negotiating position of the designers will be low as the designers are
generally needed whenever proper design for the project is required to be made
and thus the designers does not have any role to play in context to the
management of people as well as change management.
The potential conflicts in relationships that the designers may have are mainly
associated with the changes in the design as well as within various operations.
3.3.3 Contractors
The negotiating position of the contractors will be low as project contractors does
not have the duty to work for the change that are needed within the organization.
The potential conflicts in relationships that the contractors may have are mainly
related with absence of proper communication, problems in deliverables as well
as changes within the project.
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 high as the owner only approves the
entire fund of the project.
The potential conflicts in relationships that the owner may have are mainly
dependent on the fund alignment and mismanagement of funds that are given.
3.4.2 Designers
The negotiating position of the designers will be low, as the designers are
generally required for the need of designing thus they are generally not
categorized within the category that reflects on project funding related
requirement development.
The potential conflicts in relationships that the designers may have are mainly
associated with quality and payment related problems.
3.4.3 Contractors
The negotiating position of the contractors will be medium as the contract of the
project majorly requires funding for executing the project successfully.
The potential conflicts in relationships that the contractors may have are mainly
payment as well as quality related problems.
4 THE NEGOTIATION INTERACTION PROCESS
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be based on the
behavioural approach in context to forward strategy for payroll system.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be dependent on the
structural approach for developing proper decision as well as for governing
various operations that are mainly associated with the project. The government
of Australia would help in developing and finishing the entire project within
expected budget and time.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be dependent on the
integrative approach of the project in order to contract with the people as well as
changes that are generally done. It mainly reflects on stakeholder’s engagement
along with the management related changes for supporting various types of
changes that are needed in the business process of Queensland Health.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be dependent on the
integrative approach in context to funding. It is mainly focussed in order to solve
problems by creating proper project value so that they can be able to
communicate with the various project stakeholders so that proper decision can
be easily taken.
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be based on the
integrated negotiation and thus the approach that is recommended is helpful in
forming successive activities that are associated with development.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be dependent on the
Fixed price negotiation and thus it will be helpful in forming proper successive
development of actions so that proper alterations within the project supremacy
as well as within the procedure of decision making can be made easily.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be integrative
negotiation that suggests that it is beneficial in creating appropriate support for
all the operations that would generally use for aligning number of activities. It is
found that with the utilization of this approach both supports with people and
change management.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be dependent on
integrative negotiation as it is helpful in creating proper support for various
operations that would generally be used for aligning lot of project related actions
for the alignment of number of activities.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6 THE OUTCOME
6.1 Project 1: Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation process
for Project 1 is dependent on the framework agreement as the implications of the
various operations would generally helpful in implying towards the development
for the entire payroll system.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is dependent on the procedure of contracting management as it is
very much useful for aligning with the project operations.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is Design and construct and it is generally helps in listing the steps
of operation development. The main reason behind the selection of this
approach is to collaboration, developing value for money as well as integration of
design payroll.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is dependent on the framework agreement and the entire
agreement would generally be implied for aligning the project related operations
which are associated with funding.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
7 BIBLIOGRAPHY.
Alonso, E., 2016. Conflict, opacity and mistrust in the digital management of professional
translation projects. Translation & Interpreting, 8(1), pp.19-29.
Beriker, N., Allen, S., Larson, M.J. and Wagner, L., 2018. Innovations in Doing Conflict
Research: The Legacy of Daniel Druckman. Negotiation and Conflict Management
Research, 11(1), pp.72-87.
Elfenbein, H.A., 2015. Individual differences in negotiation: A nearly abandoned pursuit
revived. Current Directions in Psychological Science, 24(2), pp.131-136.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Lee, D., Huh, Y. and Reigeluth, C.M., 2015. Collaboration, intragroup conflict, and social skills
in project-based learning. Instructional Science, 43(5), pp.561-590.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement
arrangements. Project Management Institute.
Mahmoud, M.A., Ahmad, M.S., Yusoff, M.Z.M. and Idrus, A., 2015. Automated multi-agent
negotiation framework for the construction domain. In Distributed Computing and Artificial
Intelligence, 12th International Conference (pp. 203-210). Springer, Cham.
Moore, C.W., 2014. The mediation process: Practical strategies for resolving conflict. John
Wiley & Sons.
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