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 covers the four projects involved in the program and the participants' roles, negotiation interaction process, negotiation methods, and outcomes. The report also includes a bibliography.

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
Amanda Kristie Designer
Jack Myth Developer
Chris Jones Head of Steering Committee
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
The project of Queensland Health was planned for easing the development of
the supportive and effective implication of the payroll management system
combining the support and development of the processes. It would also help in
easing the simplification of the information forming the major influence for the
formation of the effective and improved information processing. The payroll
system would be evolved for the utilization of the operations and improving the
formation of the processes.
2.1 Project 1: Forward strategy for payroll system
The Queensland health payroll system would adopt the Turner and Cochrane
Four Quadrant Perspective Theory for the execution of the Governance and
decision making in the project.
The project development would be based for the successful implication process
so that the alignment of the processing would be effectively deployed for the
easing of the processes and development. The use of the Forward Strategy
would be helpful for easing the execution of the project in a simplified process.
2.2 Project 2: Governance and decision-making
The Queensland health payroll system would adopt the Organizational Learning
Process Strategy for the execution of the Governance and decision making in
the project.
The project would involve the execution of the operations and defining of the
successful alignment of the processing. The governance and decision making
would be effectively executed by the support of the organizational learning
process. The effective decision would be implied for successfully forming the
simplification of the activities. The implication would be effectively implied for
supporting the improved operation development.
2.3 Project 3: People and change
The Queensland health payroll system would adopt the learning process
development for the execution of the people and change management in the
project.
The learning process development would be effectively implied for alignment
process development. The characteristics would be effectively deployed for
successfully employed for easing the management of the processing for
executing the management of the functions.
2.4 Project 4: Funding
The Queensland health payroll system would adopt the identity perspective for
the execution of the funding activities in the project.
The alignment of the funding processing would be effectively deployed aligning
the support and development using the identity perspective. The project would
endure the alignment of the project function alignment in the project. The support
and development using the alignment of the funding would be executed by the
support of the technology development.
3 THE PARTICIPANTS
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
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 would be highly responsible for the forward strategy development in
the project of the Queensland Health Payroll system as the owner is the key
stakeholder of the project.
The owner would have to face the management issues from the project as the
project would have to be successfully managed and executed well. On the other
hand the problem of change requirements and the modification of the processes
are the problem faced due to the owner.
3.1.2 Designers
The designer would have low responsibility for the forward strategy development
in the project of the Queensland Health Payroll system as the designer is the
minimum responsibility stakeholder of the project.
The designer would have the problem of change implication and payment issues
with the project. On the other hand, the major issues of the designer would be
the development of design issues and quality issues.
3.1.3 Contractors
The contractor would have low responsibility for the forward strategy
development in the project of the Queensland Health Payroll system as the
contractor is the external stakeholder of the project.
Payment issue is the primary disagreement that the contractors have from the
project. On the other hand the project may have quality issues with the
contractor and their services.
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 owner would be highly responsible for the forward strategy development in
the project of the Queensland Health Payroll system as the owner is the key
stakeholder of the project.
The owner would have to face the management issues from the project as the
project would have to be successfully managed and executed well. On the other
hand the problem of change requirements and the modification of the processes
are the problem faced due to the owner.
3.2.2 Designers
The designer would have low responsibility for the forward strategy development
in the project of the Queensland Health Payroll system as the designer is the
minimum responsibility stakeholder of the project.
The designer would have the problem of change implication and payment issues
with the project. On the other hand, the major issues of the designer would be
the development of design issues and quality issues.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.2.3 Contractors
The contractor would have low responsibility for the forward strategy
development in the project of the Queensland Health Payroll system as the
contractor is the external stakeholder of the project.
Payment issue is the primary disagreement that the contractors have from the
project. On the other hand the project may have quality issues with the
contractor and their services.
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 owner would be highly responsible for the forward strategy development in
the project of the Queensland Health Payroll system as the owner is the key
stakeholder of the project.
The owner would have to face the management issues from the project as the
project would have to be successfully managed and executed well. On the other
hand the problem of change requirements and the modification of the processes
are the problem faced due to the owner.
3.3.2 Designers
The designer would have low responsibility for the forward strategy development
in the project of the Queensland Health Payroll system as the designer is the
minimum responsibility stakeholder of the project.
The designer would have the problem of change implication and payment issues
with the project. On the other hand, the major issues of the designer would be
the development of design issues and quality issues.
3.3.3 Contractors
The contractor would have low responsibility for the forward strategy
development in the project of the Queensland Health Payroll system as the
contractor is the external stakeholder of the project.
Payment issue is the primary disagreement that the contractors have from the
project. On the other hand the project may have quality issues with the
contractor and their services.
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 owner would be highly responsible for the forward strategy development in
the project of the Queensland Health Payroll system as the owner is the key
stakeholder of the project.
The owner would have to face the management issues from the project as the
project would have to be successfully managed and executed well. On the other
hand the problem of change requirements and the modification of the processes
are the problem faced due to the owner.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.4.2 Designers
The designer would have low responsibility for the forward strategy development
in the project of the Queensland Health Payroll system as the designer is the
minimum responsibility stakeholder of the project.
The designer would have the problem of change implication and payment issues
with the project. On the other hand, the major issues of the designer would be
the development of design issues and quality issues.
3.4.3 Contractors
The contractor would have low responsibility for the forward strategy
development in the project of the Queensland Health Payroll system as the
contractor is the external stakeholder of the project.
Payment issue is the primary disagreement that the contractors have from the
project. On the other hand the project may have quality issues with the
contractor and their services.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
The behavioural approach project negotiation management strategy would be
used for the forward approach (Project 1) of the project of the Queensland
Health Payroll Project. It would allow the effective management of the processes
involving for the execution of the forward strategy developed for the project
development. It would help in successfully completion of the project activities
defining the implication of the formation process.
4.2 Project 2: Governance and decision-making
The structural approach project negotiation management strategy would be used
for the project governance and decision making approach (Project 2) of the
project of the Queensland Health Payroll Project. It would allow the effective
management of the processes involving for the execution of the project
governance and decision making strategy developed for the project
development. It would help in successfully completion of the project activities
defining the implication of the formation process.
4.3 Project 3: People and change
The integrative approach project negotiation management strategy would be
used for the people and change approach (Project 3) of the project of the
Queensland Health Payroll Project. It would allow the effective management of
the processes involving for the execution of the people and change strategy
developed for the project development. It would help in successfully completion
of the project activities defining the implication of the formation process.
4.4 Project 4: Funding
The behavioural approach project negotiation management strategy would be
used for the funding development (Project 4) of the project of the Queensland
Health Payroll Project. It would allow the effective management of the processes
involving for the execution of the funding development developed for the project
development. It would help in successfully completion of the project activities
defining the implication of the formation process.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
The integrated project negotiation method would be used for the negotiation
(Project 1) of the project of the Queensland Health Payroll Project. It would allow
the effective management of the processes involving for the execution of the
forward strategy developed for the project development. It would help in
successfully completion of the project activities defining the implication of the
formation process.
5.2 Project 2: Governance and decision-making
The fixed pie negotiation method would be used for the negotiation (Project 2) of
the project of the Queensland Health Payroll Project. It would allow the effective
management of the processes involving for the execution of the governance and
decision-making strategy developed for the project development. It would help in
successfully completion of the project activities defining the implication of the
formation process.
5.3 Project 3: People and change
The staged project negotiation method would be used for the negotiation (Project
3) of the project of the Queensland Health Payroll Project. It would allow the
effective management of the processes involving for the execution of the people
and change developed for the project development. It would help in successfully
completion of the project activities defining the implication of the formation
process.
5.4 Project 4: Funding
The integrated project negotiation method would be used for the negotiation
(Project 4) of the project of the Queensland Health Payroll Project. It would allow
the effective management of the processes involving for the execution of the
funding development strategy developed for the project development. It would
help in successfully completion of the project activities defining the implication of
the formation process.
6 THE OUTCOME
6.1 Project 1: Forward strategy for payroll system
The framework agreement strategy would be used for the execution of the
forward strategy of payroll project (Project 1) as the preferred form of
procurement. The execution of the project would be considered for the
development of the implication management process for the payroll system
development project.
6.2 Project 2: Governance and decision-making
The management contracting strategy would be used for the execution of the
project governance and decision making strategy of payroll project (Project 2) as
the preferred form of procurement. The execution of the project would be
considered for the development of the implication management process for the
payroll system development project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6.3 Project 3: People and change
The design and contract strategy would be used for the execution of the people
and change management strategy of payroll project (Project 3) as the preferred
form of procurement. The execution of the project would be considered for the
development of the implication management process for the payroll system
development project.
6.4 Project 4: Funding
The framework agreement strategy would be used for the execution of the
funding development strategy of payroll project (Project 4) as the preferred form
of procurement. The execution of the project would be considered for the
development of the implication management process for the payroll system
development project.
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7 BIBLIOGRAPHY
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