Queensland Health Payroll System: Negotiation and Conflict Analysis

This report provides an analysis of the Queensland Health payroll system, focusing on negotiation and conflict management within the project. It examines the forward strategy for the payroll system, governance and decision-making processes, people and change management, and funding aspects. The report identifies key participants, negotiation interaction processes, and methods used to address challenges and achieve desired outcomes. It highlights the importance of understanding organizational structure, analyzing system needs, and communicating effectively to facilitate improvements and upgrades. Furthermore, the report emphasizes the significance of workforce management, business improvement, and financial management in ensuring the stability and performance of the payroll system. This document is available on Desklib, a platform offering a wide range of study resources for students.

Running head: QUEENSLAND HEALTH PAYROLL
Student Name:
STUDENT 1
STUDENT 2
STUDENT 3
Word Count: 1000
Date: 04.04.2018 Reference Style:
Harvard
QUEENSLAND HEALTH PAYROLL

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QUEENSLAND HEALTH PAYROLL
Executive summary
This research document contains details of the Queensland health payroll. The current
payroll system of the company uses manual processes with which the work is getting
overwhelming for the administrative staff with increasing employees. Thus, the company has
plans to develop a health payroll system to manage information of its employees. The report
contains the details of the strategy that goes behind the proposed system. It includes details
of project governance, people and change management, finance, and development strategy.

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Table of content
Program Information.............................................................................................................................4
Project 1: Forward strategy for payroll system......................................................................................4
Project 2: Governance and decision-making.........................................................................................4
Project 3: People and change................................................................................................................4
Project 4: Funding..................................................................................................................................5
The Participants.....................................................................................................................................5
Governance and decision-making.........................................................................................................5
People and change................................................................................................................................6
Funding..................................................................................................................................................6
The Negotiation Interaction Process.....................................................................................................6
The Negotiation Methods......................................................................................................................7
Governance and decision-making..........................................................................................................7
Funding..................................................................................................................................................7
The Outcome.........................................................................................................................................8
People and change................................................................................................................................8
Funding..................................................................................................................................................8
References.............................................................................................................................................9

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Program Information
Program name: QUEENSLAND HEALTH PAYROLL
Project 1: Forward strategy for payroll system
The project characteristics of the forwarding strategy for the Queensland Payroll system are
implementation of system, phased delivery of features on fortnightly basis, analysis of
changing business requirements, and upgrading of software based on the requirement.
The justifications for these characteristics are:
 The requirements of the system may not be 100% clear at the beginning and the
project may demand certain changes or additions that can be incorporated with
phased deliveries
 The system once implemented cannot be considered as always catering to needs of
the changing business environment and thus, a continuous analysis and upgrading
would be needed thereafter (KPMG , 2012)
Project 2: Governance and decision-making
The project characteristics of the governance and decision making for the Queensland
Payroll system are adapted governance framework, ownership structure, leadership
engagement, working relationships, and roles and responsibilities of key project
stakeholders.
The justifications for these characteristics are:
 A governance framework would be needed which is adopted for the payroll portfolio
 Ownership structure, leadership engagement, and working relationships between
people working on the project would ensure that right decisions are taken and project
progresses smoothly.
 Key stakeholder requirements are important to cater to while taking decisions and
thus, their roles and responsibilities have to be clearly understood (Walker, 2013)
Project 3: People and change
The project characteristics of the people and change needed for the Queensland Payroll
system are project manager, software developer and company employees. The justifications
for these characteristics are:

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 Project manager would ensure that all the needed activities are completed within
budget and in time for the development project
 Developers would execute the coding activities to build the software
 Actual users of the system would be the employees of the company and thus, their
potential usage would affect the development and implementation plan (Danilewicz,
2016)
Project 4: Funding
The project characteristics of the funding needed for the Queensland Payroll system include
costs of development, operations and improvement of the system. Justification of these
characteristics is that the Funding should be sufficient to get all tasks completed and the
resulting operations should be able to cover the costs (Fargo, 2015).
The Participants
Forward strategy for payroll system
Owner
CEO of the Queensland Government is the owner of the project
Designers
The designers of the system are the stakeholders who would suggest development and
improvement ideas
Contractors
The contractors of the project would be the project manager who would understand
stakeholder requirements and developers who would be incorporating the required changes as
demanded by the stakeholders (VRINCUT, 2012).
Governance and decision-making
Owner
Owner of this process would be the group leader who would be taking care of major
decisions related to project governance
Designers
The designers of the system are the stakeholders who would suggest development and
improvement ideas

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Contractors
The contractors of the project would be the project manager who would assist top
management in decision making through delivering project insights (Waterhouse, et al.,
2009)
People and change
Owner
The Project head of the company would be responsible for managing people and changes in
the project
Designers
The designers of the system are the employees of the company who would suggest
development and improvement ideas
Contractors
The contractors of the project would be the project manager who would bring change in the
organization and would manage the people involved in the project as well as cater to the
needs of the staff (Goldratt & Cox, 2004)
Funding
Owner
Project sponsor is the owner of the project
Designers
The designers of the system are finance manager and administrative staff who would be
identifying needs and provisioning funds
Contractors
The contractors of the project would be the finance manager who would get the needed funds
approved and the accounting staff who would be disbursing the funds needed (Chang, et al.,
2011)
The Negotiation Interaction Process
Forward strategy for payroll system
For forward strategy for the payroll system, the negotiating position recommended is
understanding the structure of the organization, analysing its system, and provide upgrades
based on the needs for resolving problems and incorporating improvements.
Governance and decision-making

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For improving payroll, a four year program involving workforce management, business
management, financial management, business improvement, and governance would be taken
considering the project cost of $82 million (Too & Weaver, 2014).
People and change
The award structure used in QH would be studied and would be simplified as it can have a
significant impact on costs and performance of the payroll system. Any organizational
changes would bring in changes in the functions of the payroll systems which would make
the system more stable. As the architecture would affect the change management and
communication between staff, these changes can bring in direct improvements in
communication between people (GOI, 2010).
Funding
The key drivers of the project cost are minimum requirements delivery cost, maintenance and
rectification cost, system enhancements, and improvement costs. Decisions would be taken
for each of these components on whether they have to be funded and what fund should be
allocated to each (HM Treasury, 2007).
The Negotiation Methods
Forward strategy for payroll system
For negotiating forward strategy, communication methods would be used between the project
manager and the staff to negotiate on needs for improvements and upgrades.
Governance and decision-making
Negotiation for governance and decision making would be done by exchange of arguments
between people so that a coordinated behaviour can be achieved to improve the utility of each
(KERLER, 2005).
People and change
For negotiating people and change, communication would be carried out between people
along the lines of operating and delivery models and attempts would be made to build trust in
people on the payroll system by demonstrating consistent and measureable improvements
continuously. For people to accept changes, tangible benefits of the changes would be
demonstrated (Casey, 2004).

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Funding
Funding shortfalls against the needs for improvements and current requirements of the system
would be communicated to the sponsor to negotiate on getting the funding for taking care of
the future expenditures.
The Outcome
Forward strategy for payroll system
The outcome of negotiation would be identified features or upgrades that would bring
improvement in the payroll system.
Governance and decision-making
The outcome of negotiation on governance would changes in the organizational structures for
better governance and decision making
People and change
The negotiations would reveal the challenges faced by employee while communicating with
the system such that change requests may be placed for resolving the issues
Funding
Negotiation on funding would ensure that the company is able to gain profits post
developments such that the development initiatives are justified (Pieterse, et al., 2012)

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References
Casey, A. E., 2004. The ABC’s of Negotiation, s.l.: Community Catalyst, Inc..
Chang, A. S.-T., Shih, J. S. & Choo, Y. S., 2011. Reasons and costs for design change during
production. Journal of Engineering Design , pp. 275-289 .
Danilewicz, D., 2016. Strategic Planning in the Payroll Department, s.l.: NYU Langone Medical Center.
Fargo, W., 2015. Payroll Strategies Advance Training, s.l.: 2002.
GOI, 2010. Change Management for e Governance Projects,‐ s.l.: Government of India.
Goldratt, E. & Cox, J., 2004. The Goal: A Process of Ongoing Improvement.. Great Barrington, MA:
North River Press.
HM Treasury, 2007. Project Governance:a guidance note for public sector projects, s.l.: HM treasury.
KERLER, M., 2005. HOW DECISION-MAKING PROCEDURES CREATE GOOD GOVERNANCE: TECHNICAL
REGULATION IN THE EUROPEAN UNION, Bamberg, Germany : Otto-Friedrich-University.
KPMG , 2012. Review of the Queensland Health Payroll System, s.l.: Queensland Health.
Pieterse, J. H., Caniëls, M. C. & Homan, T., 2012. Emerald Article: Professional discourses and
resistance to change. Journal of Organizational Change Management, pp. 798 - 818.
Too, E. G. & Weaver, P., 2014. The management of project management: A conceptual framework
for project governance. International Journal of Project Management, p. 1382–1394.
VRINCUT, M., 2012. PROCESS QUALITY MANAGEMENT TOOLS WITH APPLICATIONS IN PROJECT
MANAGEMENT. BUCHAREST, ROMANIA , INTERNATIONAL MANAGEMENT CONFERENCE, pp. 1120-
1127.
Walker, I., 2013. The Queensland Health Payroll System – Commission of Inquiry, s.l.: Queensland
Government.
Waterhouse, J. M., Keast, R. L. & Brown, K. A., 2009. Governance and negotiation: context revisited,
s.l.: Queensland University of Technology.