Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report discusses the negotiation and conflict management strategies for four projects under Queensland Health Payroll Program. It includes the negotiating positions and conflicts of the participants, negotiation interaction process, negotiation methods, and preferred form of procurement as an outcome.

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 based on the perspective of Turner
and Cochrane Four Quadrant.
The justifications for these characteristics are that this perspective is beneficial in
development as well as in aligning products. It is found that with the help of this
perspective, positive implication is generally created on the payroll system and
therefore it helps in deploying number of operational activities. Additionally, that
inclusion of the entire analysis that is taken on the various product is basically
helps in the development of number of business related operations.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are dependent on the perspective of
organizational learning process.
The justifications for these characteristics are that this perspective is mainly
needed by the staffs who are associated with the project for working together
so that all the objectives of the project can be achieved. Moreover, it is identified
that this perspective is used for making proper decisions for the project so that
the project can be governed properly in order to achieve positive result.
2.3 Project 3: People and change
The project characteristics of project 3 are based on the perspective of project
identity.
The justifications for these characteristics are that this perspective is found to be
one of the most suitable strategy that helps in making number of organizational
changes. It is found that this perspective is associated with both culture and
people of the organization as this perspective is used in understanding the
culture of the stakeholders who mainly engages in developing the payroll system
for the Queensland organization.
2.4 Project 4: Funding
The project characteristics of project 4 are based on the perspective of complex
product service.
The justifications for these characteristics are that this perspective is found to be
useful in context to funding. It assists in determining the project value with
various types of intangible requirements of the project. It is identified that this
perspective is quite helpful in providing appropriate idea about project funding.
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 negotiating position of the owner will be high in the organization of
Queensland as the owners have power of either proceeding with the project or
refusing it after analyzing the benefit.
The potential conflicts in relationships that the owner may have are mainly
because they are not able to meet the requirements and expectations of the
customers. If the decision of the project owner does not satisfy the requirements
of stakeholders then the chances of conflict will be quite high.
3.1.2 Designers
The negotiating position of the designers will be high as the design which is
created by the design for the Payroll system of the Queensland Health
organization generally helps in playing a vital for successfully executing the
project.
The potential conflicts in relationships that the designers may have are mainly
because of the problems that occur due to improper design, inappropriate
understanding about the need of the organization, inappropriate design feasibility
and more.
3.1.3 Contractors
The negotiating position of the contractors will be low as the contractors are the
persons who do not involve in the process of decision making.
The potential conflicts in relationships that the contractors may have are mainly
due to the issues which occurs due to inappropriate delivery of project or due to
quality related issues. It is found that as the contractor of the project are able to
deliver the entire project within the expected budget and time then it can cause
number of conflicts.
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 the owner of the project are the
individuals who generally take appropriate decisions for making the entire project
successful. Moreover, it is found that they generally hold high project governance
power.
The potential conflicts in relationships that the owner may have are mainly
because of rejecting or overlooking on some of the decisions that are needed to
me made. If the standards which are associated with project management gets
violated with the help of the organization then it generally can create situation
where the potential relationship can generally occur.
3.2.2 Designers
. The negotiating position of the contractors will be low as the designers are the
persons who mainly engages in creating project design as well as requirement
so that the organizational goals and objectives can be achieved.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the designers may have are mainly
because of the acceptability of different types of design that is mainly created for
the project. It is found that unacceptability of the design generally occurs when
the designers does not have proper capability of fulfilling the requirements as
well as needs of the project with the help of the design that is generally
developed.
3.2.3 Contractors
The negotiating position of the designers will be low as the contractors does not
engage in the process of decision making however their main responsibility is to
complete the project properly.
The potential conflicts in relationships that the contractors may have are mainly
due to the variations that are needed in the organization due to the obligations
that are associated with the organizational process.
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 will be high as they are the persons who
generally align the stakeholders towards the project work so that the project can
be successfully finished within the expected time and budget.
The potential conflicts in relationships that the owner may have are mainly
because of the conflict that the project stakeholders faces while aligning with the
project successfully in a short period of time.
3.3.2 Designers
The negotiating position of the designers will be low as the designers are the
persons who are mainly responsible of involving within the design process rather
focusing on the change management strategies.
The potential conflicts in relationships that the designers may have are because
of the changes that is done in the design of the project. It is found that the
chances of conflict is high if the designers are not able to create the entire design
properly within the expected budget and time.
3.3.3 Contractors
The negotiating position of the contractors will be medium as the amount which
is given to the contractor for finishing the work generally affects the project work.
The potential conflicts in relationships that the contractors may have are mainly
due to the issues that are linked with payment and quality. It is found that if
proper communication method is not utilized then the project contractor cannot
be able to get information about the payroll system 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 of the project is
the person who is mainly responsible of approving the fund that is needed for the
project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the owner may have are due to
improper use of funds. It is identified that if the project managers are not
experienced then they are unable to finish the work of the project within the
expected budget. It is identified that increase in budget of the project can
generate challenges.
3.4.2 Designers
The negotiating position of the designers will be low as the project designers are
the persons who get engage in designing the project as they are not involved
within the procedure of decision making.
The potential conflicts in relationships that the designers may have are mainly
due to the problem payment issue. If proper payment is not paid to the designer
then the chances of conflict occurrence is quite high.
3.4.3 Contractors
The negotiating position of the contractors will be medium as the payment
related challenges and issues with the project contractor helps in affecting the
project quality.
The potential conflicts in relationships that the contractors may have are mainly
associated with quality issue. If the project contractors are unable to give quality
solutions then the chances of potential conflict is quite high.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be considered as a
behavioural approach as it helps in mitigating the challenges that are associated
with the project. It also helps in resolving the challenges that occur during the
development of proper value of the project. It is quite necessary to implement
proper communication strategies so that appropriate decision related with the
project can be made.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be based on the
structural approach for making proper decisions that is mainly related with the
project. It is found that this approach is quite helpful in governing the project
properly for finishing the entire project within the expected budget and time.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be mainly based on
the approach of concessional exchange that focuses on behaviours which are
mainly linked with the communication. It also helps in elaborating the
appointment of the stakeholder including the changes with the help of
management for supporting the business process related changes.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be based on the
integrative approach that reflects that this approach generally focuses helps in
resolving the challenges and issues so that proper value for the project can be
created so that funding associated decision can be generally made.
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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
For Project 1 the negotiating method recommended should be mainly based on
the integrative approach that mainly comprises of appropriate trade off
optimization, appropriate expectation, proper idea about number of items that are
generally needed by the stakeholders for completing the entire project within the
predictable budget and time.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be based on the
approach of integrative. It is generally found as the strategy of negotiation which
generally collaborates for developing strategy that further helps in resolving
disputes.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be based on the
approach of concessional exchange. It mainly comprises of honesty of the
project members for finishing the project. Additionally, it also helps in reflecting
on number of concessional behaviour with appropriate procedures of
negotiations.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be based on
integrative. It mainly helps in mitigating lot of challenges which are mainly
associated with the project in order to develop proper value such that the payroll
can be implemented successfully in order to create proper strategy of
communication with the help of various team members.
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 generally focussed on the payroll integration of the payroll system. It
mainly reflects on the delivery of number of procurement arrangement for
emphasizing appropriate planning of the project.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is mainly focusses on the integration of project team members
integrated or highlighting co-ordination and collaboration. It is found that proper
partnership related strategy is required for governing as well as for making
decisions.
6.3 Project 3: People and change
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The preferred form of procurement as an outcome from the negotiation process
for Project 3 mainly reflects on integrated team members of the project that
generally highlights on collaboration and coordination within the entire project.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 mainly reflects on the integrated design and delivery procurement. It
is quite essential for integrating SCM for managing and designing the
methodologies of project management.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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