The Impact of Project Negotiation Process in Complex Project Scenarios

This report examines the impact of project negotiation processes on complex projects, using the Channel Tunnel and the Queensland Health Payroll System as case studies. It highlights the importance of communication and agreement between stakeholders and project teams, noting the failures in the Queensland Health Payroll System due to inadequate requirement gathering and communication. The report discusses the relevance of contractual agreements in both government and non-government projects, emphasizing the role of proper agreements in project success. It also explores the application of logic and influence in managing stakeholder conflicts, the use of the project life cycle for negotiation and conflict management, and the causes of failure in the case study projects. The report concludes by advocating for robust project management plans, methodologies, and knowledge sharing to mitigate issues and ensure successful project delivery, with project negotiation being critical for resolving stakeholder conflicts and facilitating information flow.

IMPACT OF THE PROJECT NEGOTIATIOB
PROCESS IN THE COMPLEX PROJECTS LIKE
CHANNEL TUIINEL AND QUENNSLAND
HELATH PAYROLL SYSTEM

Project Negotiation:
•It is the process of communication
between the stakeholders of the
project and the project team
members.
•The successful negotiation of the
process will be helpful for successful
compilation of the project.
•Without proper negotiation process
the delivery of the outcome may
differ from the required outcome.

Queensland Health Payroll
System:
•It is an example of failed project.
•There was a lack of project negotiation
process in the development of the payroll
system.
•The requirement gathering was not
proper in case of Queensland Health
payroll system.
•The communication between the project
management team and the other
stakeholders were not proper in this

Channel Tunnel Project:
•The main objective of this project is to
create the connection between France
and England.
•There was the lack of negotiation
between the government of the two
countries.
•The decision making was fragmented.
•Not enough research and paper work
had done before the implementation of
the project.

Relevance of the Contractual
agreement for both government
and non-government projects:
•The non government projects are owned by
the private farms and companies while the
government projects are owned by the
government.
•The contractual agreement is kind of
commercial project negotiation where the
contractor has given the authority to carry out
certain tasks within certain time.
•Proper agreement between the project
governance team and the contractor will lead
to the successful implementation of the

Contractual arrangements in case of
Queensland Health Payroll system:
•In case of Queensland Health Payroll system
there were lack of project negotiation and
agreement between different project
management stakeholders (Reynolds 2018).
•The lack of the negotiation and the
agreement led to the scope creep of the
project.
Contractual agreement in case of Channel
Tunnel Project:
•There was the lack of contractual agreement
between the government of the two countries

Application of the logic and influences
for managing the conflict of the between
the stakeholders:
•The project managers can influence the
stakeholders to deliver the requirements with
respect to the project (Brioso 2015).
•The management of the agendas of the
internal stakeholders can be managed through
the meetings and the logical explanations and
solutions of the problems (Varajão, Colomo-
Palacios and Silva 2017).
• in case of managing the agendas of the
external stakeholders the influence can be
applied as the external stakeholders are from
the diverse background and there

Process of the project negotiation,
stakeholder and conflict management
through the application of the project life
cycle:
• The development of the project can be carried out
through the five stages of the project life cycle.
•The application of the project life cycle is important
as it helps to fulfill all the requirements of the project.
•The information regarding the managing of the
stakeholders can be done through the information
derived from the five stages of the life cycle of the
project.
•The management of the conflict can mostly be
resolved at the initialization of the project as it
includes the gathering of the requirements.
•The negotiation of the project can be done through
sharing of knowledge between different stakeholders

Cause of failure of Queensland health
payroll system and channel tunnel:
•Both cases are the example of failed
projects.
•In general sense the failure of the project can
be indicated as the lack of the negotiation in
the project along with the absence of proper
project management life cycle.
•In case of channel tunnel project the
negotiation between the government of the
two countries was not proper.
•In case of Queensland Health Payroll system
the gathering of the requirements was not
done properly.

Mitigation of the issues:
The lack of the negotiation and the
conflict management mechanism can
lead to the difficult situation for the
development of the project (Snyder and
Dionisio 2017).
In order to mitigate these things proper
project management plan along with the
project management methodology is
needed.
The sharing of the knowledge is
important for the stakeholder
management.

Conclusion
It can be said from the above
discussion that the life cycle of the
project contains five stages However,
certain things and the processes are
needed to be maintained throughout
the life cycle of the project so that the
delivery of the project is done in a
proper way. In order to do this project
negotiation is important as it helps to
resolve the conflict between the
stakeholders of the project and allows
the flow of the information in the

References
Snyder, C. and Dionisio, C.S., 2017. A project
manager's book of forms: A companion to the PMBOK
guide. John Wiley & Sons.
Brioso, X., 2015. Integrating ISO 21500 guidance on
project management, lean construction and
PMBOK. Procedia Engineering, 123, pp.76-84.
Reynolds, D., 2018. Can the Pmbok Solve Security
Sector Reform? Using Project Management to Achieve
International Stability.
Varajão, J., Colomo-Palacios, R. and Silva, H., 2017. ISO
21500: 2012 and PMBoK 5 processes in information
systems project management. Computer Standards &
Interfaces, 50, pp.216-222.