Projects Negotiation and Conflict Report for Queensland Health Payroll Program

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

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 Insert]
Project Ownership: Please Insert
Prepared by: Please Insert
Distribution List: Please Insert
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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
The project characteristics of project 1 are the project stakeholders since the
future payroll operation and the delivery models are communicated to the
stakeholders on a priority basis (Quiggin, 2012).
The characteristics are justified as the entire project is needed to be redesigned.
Furthermore, the project stakeholders need to take into account all the combined
impact of the project, in order to move to the Hospital Boards Model.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 include the key decision makers
associated with the project. Furthermore, the decisions about the six
improvement project should be mainly focused on the different business
approaches undertaken by Queensland.
The justifications for these characteristics are as follows-
 The proposed six key improvements will be necessary to redesign the
entire project.
 Use of a proper governance framework will further help in defining the
roles and responsibilities of members associated with the project.
2.3 Project 3: People and change
The project characteristics of project 3 include the project managers, project
team and the staffs and employees of the organization. The associated project
stakeholders are important characteristics of people and change as well (Walker,
2015).
The justifications for these characteristics are as follows-
 The project manager plays an important role in successful
implementation of a project
 The stakeholders and the team members ensure that the project is
implemented according to the project plan.
2.4 Project 4: Funding
The project characteristics of project 4 that is associated with the funding are as
follows (Grosser, 2013)-
 The main characteristics of project funding include the associated
stakeholders of the project including IBM and the project owner along
with the ministry of public health (Fewings, 2013).
The justifications for these characteristics are….
These characteristics are justified as the associated stakeholders and the project
owner will be benefited if there is a greater visibility of the funding shortfall.
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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
For Project 1 the negotiating position and conflicts in relationships of the
participants of this project are described below.
3.1.1 Owner
For forward strategy for payroll system, he negotiating position of the owner may
not be of highest order. This is because, the project failed previously and
therefore redesigning of the different project processes may not be according to
the project owner but the contractor, which is in this case, is IBM.
The potential conflicts in relationships that the owner may have are conflict in the
decision taken for development of the forward strategy of the payroll system.
3.1.2 Designers
The negotiating position of the designers will be significantly high in the forward
strategy and they will be largely responsible for redesigning the project.
The potential conflicts in relationships that the designers may have include
conflict with the choices of project owner and the contractor of the project.
3.1.3 Contractors
The negotiating position of the contractors will be high in determination of the
forward strategy for the project.
The potential conflicts in relationships that the contractors may have include the
conflict with the project manager.
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 (Kerzner & Kerzner, 2017).
3.2.1 Owner
The negotiating position of the owner will be significantly less in governance and
decision making as the project will be mainly supervised by the project manager.
The potential conflicts in relationships that the owner may have might be related
to the process of project governance.
3.2.2 Designers
The negotiating position of the designers will be…
The potential conflicts in relationships that the designers may have are….
3.2.3 Contractors
The negotiating position of the contractors in decision making and project
governance will be high as well.
The potential conflicts in relationships that the contractors may have include
conflict in the relationship with the team members as the project team is
responsible for successful implementation of a project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
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 considerably higher for people and
change as the owner gets to decide the members who will be incorporated in the
team.
The potential conflicts in relationships that the owner may have include the
conflict in relationship with the contractor about the people who will be involved
in project implementation.
3.3.2 Designers
The negotiating position of the designers will not be that significant in context of
people and change associated with the project.
The potential conflicts in relationships that the designers may have include the
conflict with the contractor in using a particular design for the project processes.
3.3.3 Contractors
The negotiating position of the contractors will be high in context with the people
and change as the contractor is responsible for leading the project in a particular
way.
The potential conflicts in relationships that the contractors may have include
conflict of relationship with the project owner.
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 significantly high in the terms of
funding of the project.
The potential conflicts in relationships that the owner may have include a conflict
in the decision of the contractor in leading the project in a certain way.
3.4.2 Designers
The negotiating position of the designers will not be significantly high in case of
funding.
The potential conflicts in relationships that the designers may have include
conflict with the decision of the contractor is allocating a budget for a certain
process.
3.4.3 Contractors
The negotiating position of the contractors will be significantly high in the project
funding as they are responsible for redesigning the project processes.
The potential conflicts in relationships that the contractors may have include the
conflict with the decision taken by the project owner for allocation of a particular
budget for a certain part of the project that may not match the contractors’
expectation.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be that of a structural
approach as redesigning of the project works needs to follow a structured way
(Duffield and Whitty,2015).
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should follow a strategic and
planned approach in order to implement a project in a certain way.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be that of a
behavioural approach as proper knowledge about the skills of the people is
necessary to lead them in a certain way.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be that of an
integrated approach as the previously failed attempt of project implementation
had a serious budget overrun (Quiggin, 2012).
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be a structured
negotiation method. Proper communication is necessary for developing a
structured forward strategy for the payroll system.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be that of a strategic
approach which is necessary to implement proper governance rules while project
execution (Masterman & Masterman, 2013).
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should follow a behavioural
approach since this approach will help in management of the people and the
necessary changes associated with a project.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should follow a concession
approach that will eventually help in re implementation of the project
6 THE OUTCOME
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PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
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 use of a design bid build delivery method (Minchin et al., 2013)
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is use of frame work agreement method (Heagney, 2016).
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is management contracting
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is design and contract.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
QUEENSLAND HEALTH PAYROLL PROGRAM
7 REFERENCES
Duffield, S. and Whitty, S.J., (2015). Developing a systemic lessons learned knowledge
model for organisational learning through projects. International journal of project
management, 33(2), pp.311-324.
Fewings, P. (2013). Construction project management: an integrated approach.
Routledge.
Grosser, M., (2013). Legal lessons from the Queensland health payroll
report. Government News, 33(5), p.20.
Heagney, J. (2016). Fundamentals of project management. AMACOM Div American
Mgmt Assn.
Kerzner, H. & Kerzner, H.R., (2017). Project management: a systems approach to
planning, scheduling, and controlling. John Wiley & Sons.
Masterman, J., & Masterman, J. W. (2013). An introduction to building procurement
systems. Routledge.
Minchin Jr, R.E., Li, X., Issa, R.R. & Vargas, G.G., (2013). Comparison of cost and time
performance of design-build and design-bid-build delivery systems in
Florida. Journal of Construction Engineering and Management, 139(10),
p.04013007.
Quiggin, J. (2012). The Queensland commission of audit interim report-June 2012: A
critical review. Public Policy, 7(2), 125.
Walker, A., (2015). Project management in construction. John Wiley & Sons.
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