Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report discusses the characteristics and participants of four projects related to the Queensland Health Payroll Program and recommends negotiation and conflict resolution strategies for each project.

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: <Please fill>
Project Ownership: <Please fill>
Prepared by: <Please fill>
Distribution List: <Please Fill>
ENTER YOUR NAME WITH STUDENT ID PAGE 1

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
The project characteristics of project 1 are from the identity perspective and the
diamond perspective as the project being mentioned is all about the caring of
technology, complexity, pace, and novelty. The project emphasizes on restoring
the Queensland Health functionality through the adoption of the technology and
same expeditions for more than one factors.
The justifications for these characteristics are firstly, the mitigation of the
identified problems are being recommended through the utilization of the
technology along with the assurance of finally overcoming the issues those
previously lead to the failure of the project. It also emphasizes on the
enhancement of the individuals involvement in tracking the records those have
been available.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are firstly; Complex Product-Services
Perspective, secondly; Identity Perspective, and lastly; Organizational Learning
Process Perspective.
The justifications for these characteristics are that the proposed project is well
understandable, credible, demanding, challenging, and motivational. The
aspects being proposed in the project best suited for the mentioned
characteristics of the project. Moreover, the choices being recommended as the
procurement plan for the failed QH project while considering the dimension
complexities in addition to the place or time uncertainty, novelty design, and
technological complexity. The statements being proposed are demanding and
challenging and hence the project characteristics are being identified.
2.3 Project 3: People and change
The project characteristics of project 3 are Organizational Learning Process
Perspective, and Complex Product-Services.
The justifications for these characteristics are firstly; the aim of the project is to
improve and enhancement the engagement of the team members more than it
was previously. It is being estimated that the increased involvement will be
assuring the enhancement and betterment of the payroll system being
introduced for the QH. It is also being estimated that the project output can be
improved through the recommendation being made to them. Secondly, the
project motivates to enhance the engagement of the external and internal
individuals who are involved in the project. The project goals and objectives are
being estimated to be accomplished through this adoption in addition to better
decision-makings.
2.4 Project 4: Funding
The project characteristics of project 4 are complex product-services perspective
and identity perspective.
ENTER YOUR NAME WITH STUDENT ID PAGE 2

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
The justifications for these characteristics are firstly, the involvement of the group
members have been given high importance in the successful deployment of the
procurement plan considering their role as the bodies for availing the necessary
funding and financial support for the project. Secondly; the project emphasizes
on the improvement of the existing technology through system maintenance with
the identity perspective and the value perspective. Lastly, the project focuses on
the development and consideration of the values those could be targeted for the
improvement of the tangible benefit of the QH payroll system project. These
values can lead the project towards meeting the demands and requirements of
the users (stakeholders of the QH payroll system).
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 for being agree with the
stakeholders on the recommended changes and improvement regardless of the
project budget and make sure that all the drafts passes those are assuring the
procurement of the failed project and new projections for the project. The
ultimate outcome of the project should be considered despite of the financial
involvement and cost of the project. The owner allow a free hand on the budget
investments and schedule of the project if the projected output of the project is
positive and efficient as per the previous scope.
The potential conflicts in relationships that the owner may have are firstly,
dissatisfaction of the employees of the QH if the despite of the spent money on
the project. Through allowing the freehand to the managers of the project, owner
transfers the responsibility and hence, the conflict might occur in the
recommendations being approached for the procurement plan.
3.1.2 Designers
The negotiating position of the designers will be to agree on the low budget or
less time for delivering the recommended changes or manipulation in the existing
system of the project. They might have restricted timeline and budget for the
successful delivery of the procurement plan.
The potential conflicts in relationships that the designers may have are firstly; the
risks not being estimated while delivering the project. Secondly, the final delivery
might not be accepted to the end users. Lastly, the final design might not be
accepted to the end users and could possibly lead to the redesigning despite of
the delivery of the activities and changes as per the recommendations being
approached.
3.1.3 Contractors
The negotiating position of the contractors will be the manipulation in the
communicational relationship into the contractor relationship. They might have to
make the association with other contractors in manner to deliver the expected
project within the estimated budget and timeline.
The potential conflicts in relationships that the contractors may have are firstly;
the owners and contractors might have disagreement on certain situations
regarding the time, cost and quality of the deliverables. Changes being
introduced in the middle of the project can also be another matter of conflict
between the owner and the contractor.
ENTER YOUR NAME WITH STUDENT ID PAGE 3

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
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 that the recommendations being
made as the key process for the improvement of the project is being approved
regardless of cost in manner to deliver them as quick as possible. The budget of
the project is crucial for the project delivery and its importance increases when it
comes to the procurement project and hence, the owner must make the
availability of the necessary funds and budget for the project.
The potential conflicts in relationships that the owner may have are firstly;
between the owner and other key stakeholders of the project could have
disagreement on different respective sectors. The project also suggests the
involvement of the third parties in the improvement of the proposed project and it
could be a matter of conflict between the partners, contractors, designers, and
others.
3.2.2 Designers
The negotiating position of the designers will be to agree on the deployment of
the recommended changes without any additional charges or at very low salary.
They might agree to deliver the new portfolio for improving the efficiency of the
introduced windows in the regardless of the first agreement that was made with
the QH.
The potential conflicts in relationships that the designers may have are firstly; the
owner and the designers might disagree on the proposal and recommendations
being made and thus, the conflict could lead to pause for the project growth and
development.
3.2.3 Contractors
The negotiating position of the contractors will be agreeing on organizations’
terms and conditions for the new project despite of the disagreement being
identified in the previous agreement that was made before commencing the
project. The third party involvement might lead to certain compromise in the
different sectors of the contractors and negotiation position could arise for
assuring that they work together and deliver the necessary project.
The potential conflicts in relationships that the contractors may have are firstly,
the changes being recommended might be asking for the replacement of the
entire system and hence, would cost high for the project. Secondly; the projected
budget and the changes being recommended might not be feasible to each other
and contractors can draw back from contributing in the project.
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 to agreeing on the recommended
changes considering the confidence and loyalty on the system by the end users
those are the staffs and employees of the QH. The negotiation must bring the
satisfaction level of the consumers at the expected value.
ENTER YOUR NAME WITH STUDENT ID PAGE 4

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
The potential conflicts in relationships that the owner may have are firstly,
relationship with the other stakeholders who are not agreeing with the
procurement plan or does not want to implement the necessary changes those
could bring positive output from the project.
3.3.2 Designers
The negotiating position of the designers will be the proposed changes and the
acceptance of the users those were already introduced with the system that was
not very smooth. the designer can have further intention of development of the
new design through making the necessary maintenance, defect rectification, and
discretionary improvement.
The potential conflicts in relationships that the designers may have are firstly, the
designers may not be agreeing on the budget being proposed to them that is
sufficient for meeting the needs and requirements of the users. The newly
proposed maintenance and changes could be very vast that could lead top the
transformation of the whole system and could possibly influence the working
hours of the designers.
3.3.3 Contractors
The negotiating position of the contractors will be on the agreements and
resources those will be required for the management and delivery of the project
being introduced for the QH payroll procurement program. The third-party
involvement and the already dissatisfied consumers will be the concerning points
for the contractor and hence, the contractors can be disagreeing on the delivery
of the specified resources and management of the project.
The potential conflicts in relationships that the contractors may have are firstly,
they might not agree with the opinion and options introduced by the owner that
can alternatively be a slowing pace for the project growth and development.
Compromising the cost can be of worth high importance regarding the
contractors and those might not agree on sacrificing that side of the cost.
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 on the new agreements with the
new funding personals or the organizations. They might take the cut from the
profit or look for making some great business after supporting the QH. The
budget is always crucial for the recommended changes and so, this is the
section where QH owner can sacrifice some part of the financial output from the
project and make sure that the recommended changes are successfully being
introduced. As per the case study, the new sponsors will need to be associated
in manner to manage the extended funds and hence, they might have new
agreement not complying with the existing policies of the QH and so,
negotiations will be required in this part of the project from the owner side.
The potential conflicts in relationships that the owner may have are firstly,
agreement of the new policies and regulations by the new associated of the
project.
ENTER YOUR NAME WITH STUDENT ID PAGE 5

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
3.4.2 Designers
The negotiating position of the designers will be agreeing on making the
necessary changes with the new and less budget along with the delivery of the
new design in less time. The time factor can lead to high burden for the designer
however, it will be required for the refreshment of the project in association with
the assurance that the project delivery meets the expected output and
production.
The potential conflicts in relationships that the designers may occur in between
the project owner and the designer in the context of the new agreements and
limitation of the time even after compromising the overall cost for the respective
changes and maintenance. Further, it may impact the overall pace of the growth
of the project.
3.4.3 Contractors
The negotiating position of the contractors will be on the involvement and
association of the new governing bodies in the form of the sponsors. They might
ask for the new additional resources with different price structure. The
contractors might have to compromise with their profit by either minimizing it or
eliminating it from the overall project delivery.
The potential conflicts in relationships that the contractors may have with the
designer and the owner considering the availability of the resources in addition to
the quality. Less time is always considerable for the human resources health,
project quality and alternatively influence in the overall health of the project.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be the integrative
approach. This approach will be effective and helpful for the procurement plan in
making much concise decision-making and better steps those could possibly
influence the project growth and development. The other approaches are not
suitable for this situation as it will be allowing the better path for the delivery of
the project rather than focusing on the direct delivery approach that can meet the
objectives and goals of the project. The strategies being offered by this approach
includes “joint decision-making, cooperation, mutual gains, and encourages the
problem solving” and thus, these are the genuine clarification on the adoption of
the approach.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be structural
approach. The next approach or smart goal of the project is to emphasize on
making the best decisions those could possibly bring the project to a success.
Considering the association of the new individuals and personals on the
governing positions, this approach is being recommended for the current
situation or condition. Negotiation theory can also be proposed as the specific
part for the assurance that proper and effective communication is being made
between them and the project has been targeted towards meeting the expected
benefits and goals as those were supposed to be.
ENTER YOUR NAME WITH STUDENT ID PAGE 6

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be strategic
approach. The new project will be mostly dependent on the different
stakeholders associated with the project and hence, their responsibilities and
roles will be considerable for the efficient and effective delivery and management
of the newly modified project plan. The changes need to be communicated
among the different stakeholders those are being introduced for the
management and delivery of the project. The goal of the project is to introduce
changes and thus, the contribution and agreement of all the stakeholders will be
necessary for assuring that the project being introduced will meet the needs and
project of the project.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be strategic
approach. Among rest of the approaches, this is the approach that focuses on
the budget of the project and hence, this approach will be assuring the
management and delivery of the required funding. The budget and financial help
is the only factor for the successful and e3ffective delivery of the procurement
project being introduced to the QH project.
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be integrative
approach. The major emphasis of this approach is on the win-win potential
through adopting the phase theories, process models and principled negotiations
considering the negotiations being made on the approaches suggested for the
improvement and development of the project delivery. It will be an helpful and
efficient way of assuring that the project being introduced is being delivered in an
effective and efficient way without altering or compromising the needs and
requirements of the end users. It will also be promoting the better decision-
making that can assure the positive gain on the project being suggested for the
overall improvement and gain on the project.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be concession
exchange approach. It will be majorly focused on the concession making
behaviour that can be alternatively and allocating the positions of the different
stakeholders and assigning the better roles and responsibilities throughout the
project. The negotiation in the governance will allow the flexibility in the project
that will alternatively be contributing in promoting the project to be change
accepting.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be behavioural
approach. The association with the new governing bodies and the stakeholders
will have to trust each other. Trust building is always considerable in the
negotiation factor and hence, every stakeholder should understand each other
considering the management and delivery of the respective operational activities
that can meet the expected objectives and goals of the project.
ENTER YOUR NAME WITH STUDENT ID PAGE 7

PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be behavioural
approach. Since the procurement plan will introduce various factors related to
the changes in the existing system and the introduction of various new sectors
and hence, the effective negotiation will be required on the funding phase of the
project. This approach best suits the negotiation state for the respective sector in
manner to make sure that the negotiation can be delivered at the high level and
ultimate goal of the project met.
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 D&C Design and construct, the third-party involvement has been
proposed one of the forward strategies for the project delivery and hence, this
approach will make sure that the necessary support and expected contribution is
being gained from the project. Every stakeholder needs to consider the change
acceptance criteria of the project in manner to make sure that the introduced
changes support the expected benefits.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is DBB Design Bid Build. This process best suits with the present
condition in manner to make sure that the engagement of the stakeholders is
effective and efficient in management and delivery of the project and meeting all
the constraints of the project. The decision-making can also be boosted through
the adoption of this process considering the management and delivery of all the
required strategies related to the project delivery.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is MC Management Contracting. This process will be helpful and
effective in managing the successful and efficient deployment of the required
changes in the project along with the involvement of the respective stakeholders
in the different sector of the project. The loyalty and contribution of each and
every stakeholder will be required for the assurance of their acceptance on the
changes and the new steps being introduced for the delivery of the project.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is Cost-Plus Cost reimbursement. This process best suit as per the
arrangement being made for the availability of necessary funding of the project in
addition to the involvement of new funding bodies those will be financially
supporting the overall growth and development of the project.
ENTER YOUR NAME WITH STUDENT ID PAGE 8