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 four projects related to payroll system, governance and decision-making, people and change, and funding. The report also includes the negotiating positions and conflicts in relationships of the participants, negotiation interaction process, negotiation methods, and outcomes.

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 – 04 - 2018
Project Ownership: State Government of Queensland, Australia
Prepared by: <Please fill>, Project Manager
Distribution List: <Please fill following table>
Name Project Designation
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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 is based on the NCTP that is acronym for
“Novelty, Complexity, Technology, Project” and this frame will be helpful in
illustrating the managerial aspects related to the successful delivery of the
project.
The justifications for these characteristics can be listed as novelty and
complexity those have been broke and copied through within the same case
study. In this situation, breakthrough is being represented as the reframing of the
innovations being developed to the innovations those have been considered as
the major issue in the development and deployment of the Queensland payroll
project. Redundancy and human errors were the major factor behind the
implementation of the payroll management system in an appropriate and
effective manner. The existing system was not effective enough to manage the
entire payroll system and thus, technology has been introduced considering the
advancement and enhancement in the payroll system for the Queensland health.
The proposed project would be helpful in identifying the cost, schedule and
eliminating the errors those were causing problems within the existing
environment of the organization. The payroll system was developed for the
accomplishment of the operational activities related to the accomplishment of the
payroll system in an efficient and effective manner.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 was that the panel was being headed by a
single individual that was not being handled in an efficient and effective manner
as represented by the continuous score card provided by the IBM and Accenture
those have been continuously ranked below the mark. The innovations were
being implemented and proofs were presented by the IBM however, the risk
factors remain approximately same. The decision – making includes the
evaluation and implementation of the necessary operations and actions those
could possibly lead to effective and efficient payroll system implementation.
The justifications for these characteristics are governance should be made in a
manner that it can enhance the decision-making strategies and provide the
organization with better options. Effective and efficient governance could be
helpful in executing better and effective decision-makings.
2.3 Project 3: People and change
The project characteristics of project 3 from the identity perspectives, it can be
stated that the targeted customers were the individuals responsible for the
management of the accounts within the Queensland health care and manage the
entire payroll system through the introduced payroll system, the proposed
system was effective enough for the management of the operational activities
related to the payroll system and eliminating all the identified errors and resulting
in the development of the sophisticated model that can enhance the overall
outcome of the project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The justifications for these characteristics include the better understanding of the
customers and targeted individuals in addition to their needs and requirements
and how those could be fulfilled. The manager should always consider the
different backgrounds of the individual associated with the team while introducing
or implementing the changes in the existing environment of the organization.
2.4 Project 4: Funding
The project characteristics of project 4 from the perspective of the complex
product service perspective can be described as that funding would be playing
the very crucial role in the deployment of the newly proposed system within the
existing environment of the organization.
The justifications for these characteristics are related to the intangible
requirements and deliveries of the proposed project in manner to enhance the
project values. Other than the availability of the funding, the manager should also
consider the deployment of the entire project within the estimated budget or
within the budget after adding the contingency budget.
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 relatively high as the decision will be
taken in either yes or no that will either approve or reject the project. It will be his
or her responsibility to make the better decision considering every stakeholder
involved in the project.
The potential conflicts in relationships that the owner may have are expectations
being not met by the managers or the owners or sudden increment in the budget
of the project.
3.1.2 Designers
The negotiating position of the designers will be medium as the focus of the
designers will be to propose the system as asked by the analysts and make sure
that they are meeting the specified operations.
The potential conflicts in relationships that the designers may have that the users
might not like the proposed design and asked for the new one including the
feasibility and problems those could lead to bugs and glitches.
3.1.3 Contractors
The negotiating position of the contractors will be high in manner to manage the
relationship between the customers and the suppliers who are supplying the
necessary materials.
The potential conflicts in relationships that the contractors may have that they
could compromise the quality of the supplies and products being delivered for
the project delivery.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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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 they will have to make the
tough decision-making that will alternatively influences the entire delivery of the
project. The project owner will be the only one who can overwrite the decisions
made by other supervisors or managers.
The potential conflicts in relationships that the owner may have are meeting the
objectives, policies, and regulations set for the delivery of the project.
3.2.2 Designers
The negotiating position of the designers will be low as the governance and
decision-making will only be done with respect to the proposed design of the
system. The project governance and decision-making will be apart from the
designers.
The potential conflicts in relationships that the designers may have are that the
proposed design is being rejected for certain policy and regulation violation of the
organization.
3.2.3 Contractors
The negotiating position of the contractors will be low as they will have the
responsibility to manage the supplies only.
The potential conflicts in relationships that the contractors may have are
alignment with the organizational policies and processes those could possibly
change the standard and quality of 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 high as he or she will be the
representative of the change being implemented and to inform the people about
the changes and take the better decision-making accordingly.
The potential conflicts in relationships that the owner may have are the
acceptance and rejection criteria of the people or implementing the changes
those have been proposed by the people.
3.3.2 Designers
The negotiating position of the designers will be high as the proposed design
should be of high quality and standard in manner to make sure that the people
easily understand the situation and utilize it in an efficient and effective manner.
The potential conflicts in relationships that the designers may have are user
interface is not effective enough or the developed design need the changes
those have been not highlighted before the development of the system.
3.3.3 Contractors
The negotiating position of the contractors will be low as the roles and
responsibilities of the contractors will be focusing on delivering the necessary
supplies whatever asked by the project executives.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The potential conflicts in relationships that the contractors may have are changes
in the project location, and lack of communication.
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 all the funding approval will
need to be approved by the owner and thereafter only it can be applied for the
development of the system.
The potential conflicts in relationships that the owner may have are lack in
funding, donor draw backing their supports, less number of donors and sudden
increase in the budget.
3.4.2 Designers
The negotiating position of the designers will be medium as the funding will
decide how fluent and complex design can be delivered and to what level of the
operational activities can be accomplished through the developed design.
The potential conflicts in relationships that the designers may have are less
payment, or request of half payment before and half after completing the design.
The other factor could be related to the upgrade and further modifications in the
design.
3.4.3 Contractors
The negotiating position of the contractors will be high as again the quality and
standard of the product will be managed through the funding and thus,
contractors will provide accordingly human resources and materials necessary
for the delivery of the project.
The potential conflicts in relationships that the contractors may have are quality
issues and late delivery of the resources or the payment exchange and this will
be alternatively influencing the project delivery of the entire project.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be based on the
approaches related to the behaviour of the individuals involved in the project.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be based on the
structure of the organization and the administration handling the operational
activities of the project.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be based on the
approaches related to the integrative approach in manner to meet the respective
objectives and goals.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be based on the
behavioural approach in manner to manage the trust and better relationship for
the management of the operational activities and the resources necessary for the
delivery of the project.
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 in manner to help the successful delivery of the payroll
system.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be effective enough
to manage the better decision makings and governance models for the delivery
of the project. Fixed pie can be recommended as the appropriate approach.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be based on different
level negotiation among the people for the management of the changes being
introduced for the people.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be based on the
integrative negotiation considering the available funding for the project
management.
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 the framework development for the agreements necessary for the
project delivery.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is the management of the contracts in better and efficient way
considering the efficient and effective delivery of the necessary supplies.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is the development and designing of the proposed system that can
fulfil the needs and requirements of the users.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is framework for the delivery of the expenses and necessary project
operational activities those could be delivered for accomplishing the respective
objectives and goals.
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