Projects Negotiation and Conflict Report for Queensland Health Payroll Program

This report focuses on negotiation and conflict management within the Queensland Health Payroll Program. It identifies the project characteristics, participants, negotiation interaction process, and negotiation methods used in the project.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 4/5/2018
Project Ownership: QLD health payroll
Prepared by: Project manager
Distribution List: Australian government as well as project stakeholders
2 THE PROJECTS
The project mainly focusses on the negotiation as well as conflict report, which
is considered as one of the communication tool that is utilized for managing
negotiation as well as for identifying various types of conflict within the
Queensland health that mainly occurs due to the development of new payroll
system within the organization. It is identified that generic negotiation model is
used in the project in order to identify five basic elements including project,
participants, negotiation interaction process, collaborative negotiation
methodology as well as outcome in order to create the report effectively.
2.1 Project 1: Forward strategy for payroll system
The project characteristics of project 1 are dependent on Turner and Cochrane
Four quadrant perspective.
The justifications for these characteristics are that this perspective is very much
helpful in the forward strategy for payroll system as it generally have poorly
developed methodology but have well developed project goals. This perspective
is suitable as it is used in most of the engineering projects. (Beriker et al.
2018).The perspective will be helpful in creating positive implication of the payroll
system and thus it generally assists in deploying its various operational activities.
In addition to this, it is found that inclusion of product analysis is generally based
for development of various business related operations within the organizations.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are from an organizational learning
process perspective.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The justifications for these characteristics are that organizational learning
perspective is generally required by the project team members in order to work
together so that the organizational objectives as well as goals can be achieved
successfully (Moore 2014). In this perspective, all the team members work
together for achieving a proper common goal by co-creating new knowledge and
by resolving issues as well as challenges associated with project. In addition to
this, organizational learning perspective is also utilized in order to make proper
decisions for the project and for governing the project so that the outcome of the
project will be positive.
2.3 Project 3: People and change
The project characteristics of project 3 are from the perspective of project
identity.
The justifications for these characteristics are that identity perspective is
considered as one of the best strategy for the organizational change and as
identity is present within both culture as well as people of the organization, this
perspective is mainly utilized for determining the culture of different project
stakeholders who are mainly involved with the project of Queensland payroll
system. This perspective is suitable as it also shares core values as well as
assumptions that are helpful in shaping the organizational culture for inspiring
loyalty as well as contempt among the stakeholders.
2.4 Project 4: Funding
The project characteristics of project 4 are projects from “complex product
service perspectives”.
The justifications for these characteristics are that it is quite suitable for funding
ad as a result it helps in finding out the benefit of the project along with intangible
value of the project requirement (Lloyd-Walker and Walker 2015). This
perspective helps in giving proper idea about the funding concept so that it can
be utilized successfully within the project. In addition to this, it is found that this
perspective helps in suggesting appropriate tools that are very much useful in
analysing underlying mechanism as well as for supporting various negotiated
interests.
3 THE PARTICIPANTS
This section generally illustrates the project group who are mainly involved with
the Queensland Health and payroll program. The participants who are mainly
involved with the project are generally provided with proper negotiating position.
It is identified that the participants of the project mainly includes designer, owner
as well as project contractor.
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. It is found that the persons who
are mainly involved with the payroll system of the Queensland health are
generally the person who are mainly involved with the Queensland Health and
Payroll program (Kerzner 2013). The participants of the project are the owner,
designers as well as project contractors.
3.1.1 Owner
The negotiating position of the owner will be high in Queensland health
organization as the project owners are the person who have the power of either
approving the project or rejecting it.
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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 not
meeting the expectation of the client (Mahmoud et al. 2015). If the decision that
is made by the project owner does not meets the expectations as well as
demands of other stakeholders of the project then there will be a chance of
potential conflicts.
3.1.2 Designers
The negotiating position of the designers will be high as design of the entire
payroll system generally plays a significant role in making the entire project
successful.
The potential conflicts in relationships that the designers may have are due to
number of issues as well as challenges that are related with inappropriate design
of the system, improper design feasibility as well as improper design implications
on the project.
3.1.3 Contractors
The negotiating position of the contractors will be low they are the persons who
are not involved in decision-making process for the project.
The potential conflicts in relationships that the contractors may have are due to
delivery or quality related issues (Abbasi, Gul and Senin 2017). If the contractor
is not capable of delivering the project on the assumed time then there will be a
high chance of potential conflict occurrence.
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 the project owner are the
person who have the right to make proper decisions for the success of the
project. Additionally, they also hold the power of project governance.
The potential conflicts in relationships that the owner may have are due to
rejection of significant decisions or due to standards violation (Elliott and
Kaufman 2016). If the project management standards are generally violated by
the organization then it can generate a situation where potential conflicts in
relationship can occur.
3.2.2 Designers
The negotiating position of the designers will be low as designers are the project
stakeholders who are mainly involved in creating the design of the system as per
the organizational demands as well as demands rather involving themselves
within the decisions that is made for the organization.
The potential conflicts in relationships that the designers may have are due to
absence of acceptability of project designs (Bourdeaux et al. 2015)
Unacceptability of design generally occur when the designers does not able to
fulfil the demands as well as needs of the organization with the help of the
created designs.
3.2.3 Contractors
The negotiating position of the contractors will be low as contractors are the
individuals who generally does not involve themselves within the process of
decision-making. They are generally provided with the opportunity of completing
the entire project within the estimated time as well as budget.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The potential conflicts in relationships that the contractors may have are due to
organizational change alignment or generally because of number of obligations
within the organizational processes.
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 the owner of the project are
generally responsible of keeping the project stakeholder aligned towards the
project in order to bring positive outcome within the project. Additionally they also
permits changes within the project.
The potential conflicts in relationships that the owner may have are due to
conflict with the project stakeholders (Kerzner 2017). If the project stakeholders
faces challenges in aligning themselves towards the project then potential
conflict may occur within the organization.
3.3.2 Designers
The negotiating position of the designers will be low as the designers are the
individuals who are generally involved with designing the system rather involving
themselves within people or change management strategies.
The potential conflicts in relationships that the designers may have are due to
operational changes or due to changes within the design that is created
(Schwalbe 2015). If the designers are not capable of designing the system
properly due to any operational issue or other challenges then potential conflict
within their relationship with other stakeholders of the project occurs.
3.3.3 Contractors
The negotiating position of the contractors will be medium as the payment that is
provided to the contractors generally assists in affecting the project funds.
The potential conflicts in relationships that the contractors may have are due to
quality as well as payment related issues (Kerzner and Saladis 2017). If
appropriate strategies of communication are not utilized then appropriate
information related with the project are not provided project contractors and as a
result they may face lot of conflicts.
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 project owner are the
persons who are mainly responsible of approving the project funds.
The potential conflicts in relationships that the owner may have are due to
improper utilization of project funds (Joslin and Muller 2015). It is found that if the
project manager are new and they does not face proper experience then they
cannot able to complete the project within the provided fund due to misuse of
various project resources. It is found that misuse of project resources can create
potential conflict within the relationship.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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3.4.2 Designers
The negotiating position of the designers will be low as the designers are the
individuals who are generally involved in developing the project design and they
are not generally included involved in making decisions that are associated with
project funds.
The potential conflicts in relationships that the designers may have are due to
problem is timely payment or due to umber of quality related issues. If the
designers are not paid for the service on time then the chances of conflict
occurrence is too high (Stepanova 2015). Furthermore, if the designers are not
able to provide appropriate quality based design then also relationship related
conflict could occur within the project.
3.4.3 Contractors
The negotiating position of the contractors will be medium as any payment
related issues with the contractor generally affects the quality of the project.
The potential conflicts in relationships that the contractors may have are due to
quality as well as payment related challenges (Lee, Huh and Reigeluth 2015). If
the contactors are not able to provide proper quality project then potential conflict
can occur within the organization. In addition to this, inappropriate payment to
the contractor can also create potential conflict in context to the relationship of
the contractors.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be behavioural
approach in order to mitigate project related challenges and for developing
proper value of the project so that with the help of communication, proper project
related decisions can be made within the organization (Elfenbein 2015).
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be structural
approach in order to make proper decisions related with the project. This
approach is also helpful in governing the project appropriately in order to
complete the project successfully within the assumed time and budget.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be concessional
exchange approach, which reflects on number of behaviours, which is mainly
related with various concession making behaviours (Alonso 2016). It also
elaborates stakeholder’s engagement along with change management for
supporting various changes within the business processes of the organization.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be integrative
approach. This approach mainly focusses in order to resolve number of issues
as well as challenges and helps in generating appropriate value of the project so
that with the help of communication with the project stakeholders, proper funding
related decisions can be made quite effectively as well as easily.
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5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be integrative. It
mainly consists of appropriate trade off prioritization, proper realistic expectations
as well as proper idea about various items, which are mainly required by the
different stakeholders of the project for completing the entire project successfully
(Pinto 2015).
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be integrative. It is
defined as of the strategy of negotiation that generally collaborates for getting
developing proper strategy that helps in resolving disputes as well as problems
within the project.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be concessional
exchange approach. It generally comprises of team members honesty in the
project so that the entire project can be successfully completed. In addition to
this, it also reflects on concessional behaviour making along with proper
procedures of negotiations (Lloyd-Walker and Walker 2015).
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be integrative. It
generally reflects on mitigating various types of challenges that are mainly
related with the project for developing proper value of the project such that the
payroll system will be successfully implemented by creating appropriate
communication strategy with the various project team members of the
organization.
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 focussed on the integrated design of the Queensland health
payroll system (Lee, Huh and Reigeluth 2015). It generally reflects on delivery of
various types of procurement arrangement in order to emphasize appropriate
project control as well as planning.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is focusses on integrated project team members for emphasizing
co-ordination and collaboration. Proper partnership strategy is necessary in order
to govern as well as for making decisions that are related within the project.
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6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is mainly focussed on integrated project team members that
generally emphasizes co-ordination as well as collaboration within the project.
For managing people as well as change within the project, it is necessary to
have contractor so that the various framework arrangements can be done quite
easily (Elliott and Kaufman 2016). It is found that appropriate adoption of the
framework mainly causes integration of design as well as collaboration for the
system.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is focussed on integrated delivery procurement as well as design. It
is very much necessary to integrate SCM, manage contracts as well as design
the PM methodologies for the project funding.
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