Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report discusses the negotiation and conflict resolution process for the Queensland Health Payroll Program. It includes information on the projects, participants, negotiation methods, and outcomes.

PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
Table of Contents
1 PROGRAM INFORMATION................................................................................................... 2
2 THE PROJECTS................................................................................................................. 3
2.1 Project 1: Forward strategy for payroll system....................................................3
2.2 Project 2: Governance and decision-making........................................................3
2.3 Project 3: People and change.................................................................................3
2.4 Project 4: Funding................................................................................................... 3
3 THE PARTICIPANTS........................................................................................................... 4
3.1 Project 1: Forward strategy for payroll system....................................................4
3.1.1 Owner.............................................................................................................. 4
3.1.2 Designers......................................................................................................... 4
3.1.3 Contractors...................................................................................................... 4
3.2 Project 2: Governance and decision-making........................................................4
3.2.1 Owner.............................................................................................................. 4
3.2.2 Designers......................................................................................................... 4
3.2.3 Contractors...................................................................................................... 5
3.3 Project 3: People and change.................................................................................5
3.3.1 Owner.............................................................................................................. 5
3.3.2 Designers......................................................................................................... 5
3.3.3 Contractors...................................................................................................... 5
3.4 Project 4: Funding................................................................................................... 6
3.4.1 Owner.............................................................................................................. 6
3.4.2 Designers......................................................................................................... 6
3.4.3 Contractors...................................................................................................... 6
4 THE NEGOTIATION INTERACTION PROCESS........................................................................6
4.1 Project 1: Forward strategy for payroll system....................................................6
4.2 Project 2: Governance and decision-making........................................................7
4.3 Project 3: People and change.................................................................................7
4.4 Project 4: Funding................................................................................................... 7
5 THE NEGOTIATION METHODS............................................................................................ 7
5.1 Project 1: Forward strategy for payroll system....................................................7
5.2 Project 2: Governance and decision-making........................................................7
5.3 Project 3: People and change.................................................................................8
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
5.4 Project 4: Funding................................................................................................... 8
6 THE OUTCOME................................................................................................................. 8
6.1 Project 1: Forward strategy for payroll system....................................................8
6.2 Project 2: Governance and decision-making........................................................8
6.3 Project 3: People and change.................................................................................9
6.4 Project 4: Funding................................................................................................... 9
References................................................................................................................... 10
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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: 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
Queensland Health
Payroll Program
2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
Queensland Health can be regarded as a stakeholder including the
government which also includes Queensland Government Chief
Information. The main reason to choose this process is that the
project can run effectively.
2.2 Project 2: Governance and decision-making
The senior members of the committee can be considered as the
main directors of the project and the successful running of the
project depends on their decisions.
2.3 Project 3: People and change
The people in this project context are the managers and the
employees working in the project (Andreini et al. 2015). Like
managers and staffs , these people are also helping to complete
the project successfully.
2.4 Project 4: Funding
The project stakeholders play an important role in this part. The
stakeholders in this project are aware of the needed resources for
the success of the project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
3 THE PARTICIPANTS
3.1 Project 1: Forward strategy for payroll system
3.1.1 Owner
Queensland Government Chief Information officer is the owner here,
as he has the clear idea about the organization.
3.1.2 Designers
The stakeholders of the project can be regarded as the designers as
they can contribute new ideas regarding the project.
3.1.3 Contractors
In this case the CEO of the company can be regarded as the
contractor, as only the Chief of the company has the right to introduce
a new thing in the organization.
3.2 Project 2: Governance and decision-making
3.2.1 Owner
The leader of the project can be regarded as the owner as, the leader
has a good relationship with the company.
3.2.2 Designers
Stakeholders in the project can be regarded as the designers as they
can contribute the new ideas about the project. The ideas of the
stakeholders will put certain attribute on understanding their needs for
the services.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
3.2.3 Contractors
Here the leaders of the project can be regarded as contractors as,
they have to deal with the workers directly. In this case, the positive
interaction with the workers and the leaders is necessary as this will
help to build the project successfully.
3.3 Project 3: People and change
3.3.1 Owner
Owner can be the leader as the leader has the good co-ordination with
the company. The leader can manage the entire thing and can give the
right instructions to the employees.
3.3.2 Designers
Here designers as the stakeholders of the project. Stakeholders
include the workers associated with the project, and the consumers
who are getting service form the organization.
3.3.3 Contractors
Leader of the project can be regarded as the contractor. Leader can
help to identify the requirements necessary for the project, which will
help the construct the project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
3.4 Project 4: Funding
3.4.1 Owner
Here, manager is the owner, as he has the positive coordination with
the employees and can lead them. The right coordination and the
interaction between the employees are important as it will directly
contribute in the effectiveness of the project.
3.4.2 Designers
The accountants of the company can be the designers as they
can manage and negotiate the accounting process and funding.
3.4.3 Contractors
The contractors in this case can be the employees of the company as
they contribute the company by giving services.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
The suitable process for the negotiation interposes regarding the
forward strategy payroll is a strategic approach. In case of strategic
approach the focus stays on the final result of the project. Thus, this
approach helps the project to progress.
4.2 Project 2: Governance and decision-making
The case the approach should be the structural approach. The
negotiation for the project governance and the decision making
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
process structural approach is used decision making capability,
power, and responsibility. The power and position of the leader can
have the impact on the decision making.
4.3 Project 3: People and change
The approach regarding the negotiation of the change and the
people needs to be behavioural approach , as it depends on the
perception and behaviour of the individual
4.4 Project 4: Funding
Integrative approach is needed to be used in case of funding as it
is dependent on some factors like the problem solving ability and
the approach tat can reduce the cost.
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
Distributive negotiation method can be used as negotiation method
for the forward strategy payroll system. The reason for choosing
this method is that , its ‘zero-sum’ situation can only be negotiated
by the ‘win-lose’ distributive compensation.
5.2 Project 2: Governance and decision-making
Distributive negotiation method can be used for the making
decision and the governance process. The distributive method is
an approach where the ‘win-lose’ situation makes the way for better
governance.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
5.3 Project 3: People and change
The approach for the negotiation should be integrative in nature as
the success of the project depends on the good communication
between the stakeholders along with the winning the trust.
5.4 Project 4: Funding
Integrative method needs to be used in this section. The integrative
method enables the alterative solution for achieving the project goal
and scope.
6 THE OUTCOME
6.1 Project 1: Forward strategy for payroll system
It can be said from the following outcome that the company needs to
improve its negotiation process in order to run the project successfully along
with growth of the business
6.2 Project 2: Governance and decision-making
The organization provides different kind of services related to the
health. The programs are needed to be well managed and the
purposes of these services are needed to serve properly (Thite and
Sandhu 2014). In order to do this, the organization needs to manage all
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
the programs effectively and the quality of the services needs to be
consistent.
6.3 Project 3: People and change
Many people working in the organization, but at present, the
company is experiencing some problems with the workers (Nelson et
al. 2015). Most of these issues are related to the job satisfaction of the
employees and the work culture in the company. The company needs
focus on resolving these problems.
6.4 Project 4: Funding
The company is gaining the profit. It indicates that the organization
is making profit by providing the good services. The stakeholders of the
company, which also includes the consumers of the services of the
company, are getting benefited from the good service as well as the
other stakeholders of the company are gaining profit.
References
Andreini, M., Lucchesi, C., Martelli, A., Martinelli, M. and Tagliaferri, D., 2015. Decentralized
Human Resource Management in Public Service–The Italian National Research Council
Approach. In New Contributions in Information Systems and Technologies (pp. 381-393).
Springer, Cham.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
Queensland Health
Payroll Program
Assimakopoulos, D., Betsos, G., Chalelli, E., Garofalakis, J., Giannoudakis, I., Koskeris, A.
and Stamatis, A., 2015, June. An Integrated Web-Based System for Managing Payrolls of
Regionally Spread Governmental Offices. In European Conference on e-Government (p.
489). Academic Conferences International Limited.
Brown, D.R.B., 2014. An exploration of the role of ethics in leadership decision-making in
change initiatives in Queensland government owned corporations (Doctoral dissertation,
University of Southern Queensland).
Lane, P., 2016. Contact for enquiries and proposed changes.
Nelson, R.E., Samore, M.H., Jones, M., Greene, T., Stevens, V.W., Liu, C.F., Graves, N.,
Evans, M.F. and Rubin, M.A., 2015. Reducing Time-dependent Bias in Estimates of the
Attributable Cost of Health Care–associated Methicillin-resistant Staphylococcus aureus
Infections: A Comparison of Three Estimation Strategies. Medical care, 53(9), pp.827-834.
O'Malia, A., Hills, A.P. and Wagner, S., 2014. Repositioning social work in the modern
workforce: the development of a social work assistant role. Australian Social Work, 67(4),
pp.593-603.
Thite, M. and Sandhu, K., 2014. Where is My Pay? Critical Success Factors of a Payroll
System–A System Life Cycle Approach. Australasian Journal of Information Systems, 18(2).
Tursunbayeva, A., Bunduchi, R., Franco, M. and Pagliari, C., 2016. Human resource
information systems in health care: a systematic evidence review. Journal of the American
Medical Informatics Association, 24(3), pp.633-654.
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