PPMP20011 Projects Negotiation & Conflict Report: QLD Health Payroll

This report provides an analysis of project negotiation and conflict within the Queensland Health Payroll Program, based on the framework of Peña-Mora and Tamaki's Generic Negotiation Model. It examines four key projects: Forward Strategy for Payroll System, Governance and Decision-Making, People and Change, and Funding. For each project, the report identifies the negotiating positions of various participants including the owner, designers, and contractors, assessing their influence and potential conflicts. The analysis considers factors such as project deliverables, operational development, and the importance of stakeholder engagement in successful project outcomes. The report uses case study files and references various reports and publications related to the Queensland Health Payroll System to support its findings.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 05/04/18
Project Ownership: State Government, Queensland, Australia
Prepared by: <<name of the student>>, Project Manager
Distribution List:
1. Terry Louis, CEO, Project Manager
2. John Kurt, CFO, Project Investor
3. James Anderson, President, Board Member
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
The Forward Strategy for payroll system would be helpful for the developing the
project 1 of payroll system. The NCTP of diamond perspective would be helpful
for the consideration of the activities so that the project 1 of Forward Strategy for
payroll system would be implied successfully. The implication of the NCTP
operations would also help in forming the consideration of the project in terms of
Novelty, Complexity, Technology, and Pace.
The major justification of the NCTP characteristics of forward strategy for payroll
system is based on the alignment of the improved project processes. The project
comprises of technology implementation and it would be required for aligning
with the consideration of the effective operation.
2.2 Project 2: Governance and decision-making
The characteristics of the project 2: Governance and decision making was based
for the activities aligned with the inclusion of the supportive development. The
key decision making and project governance is characterized by the
organizational learning process. The organizational learning process would be
developed for sorting out the inclusion of the development.
The justification of the characteristic of the project governance and effective
decision making would be based on the implication of the learning curve and its
use for the indefinite deployment of the activities. The project governance and
decision making would be supported by the implication of the learning curve
analysis for the development of the project.
2.3 Project 3: People and change
The characteristics of the project 3: people and change making was based for
the activities aligned with the inclusion of the supportive development. The
people management change implication is characterized by the organizational
learning process. The organizational learning process would be developed for
sorting out the inclusion of the development.
The justification of the characteristic of the people management and alignment of
change implication would be based on the implication of the learning curve and
its use for the indefinite deployment of the activities. The people management
and alignment of change implication would be supported by the implication of the
learning curve analysis for the development of the project.
2.4 Project 4: Funding
The project characteristics of project 4 are Identity Perspective as the alignment
of the operations for the funding is deployed for the successive integration
management. The alignment had shown that the funding is deployed by the
consideration of the identity functions.
The justifications for these characteristics are formed for carrying out the
inclusion of the project of funding and it would result in listing the formation of the
developed alignment of the activities.
3 THE PARTICIPANTS
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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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
The project deliverable and the operation development would be responsible for
the determination of the negotiating position of the owner for the project 1:
Forward Strategy of Payroll system. The owner would play key role for the
project decision making and would not alter any activity in project 1: Forward
Strategy of Payroll system. Hence, the negotiation position of the owner would
be low.
The rejection of the final deliverable of the project 1: Forward Strategy of Payroll
system would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project1: Forward Strategy of Payroll system
3.1.2 Designers
The project deliverable and the operation development would be responsible for
the determination of the negotiating position of the owner for the project 1:
Forward Strategy of Payroll system. The designer would not be included for the
deployment of the activities of project 1: Forward Strategy of Payroll system.
Hence, the negotiation position of the designer would be low.
The rejection of the final deliverable of the project 1: Forward Strategy of Payroll
system would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project 1: Forward Strategy of Payroll system and the designer
would not be included for the management of these activities.
3.1.3 Contractors
The negotiating position of the contractors will be medium as the contractors are
responsible for the formation of the support from external to the project. The
medium power of negotiation would tend to from the deployment of the support
activities of the forward strategy of payroll system project development. The
contractors are responsible for most of the consultation in the project
development.
The rejection of the final deliverable of the project 1: Forward Strategy of Payroll
system would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project 1: Forward Strategy of Payroll system and the
contractor would be included for the management of these activities.
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.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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3.2.1 Owner
The negotiating position of the owner will be associated with alignment and
formation of the effective governance and decision making operations for the
project deliverable. The High position of the owner for the governance and
decision-making had been deployed for the alignment of the successive project
decision making. The project development would be supported by the owner and
it would be his/her responsibility for taking care of the completion of the project 2:
governance and decision-making.
The rejection of the final deliverable of the project 2: governance and decision-
making would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project 2: governance and decision-making and the owner
would be responsible for the management of these activities.
3.2.2 Designers
The negotiating position of the designer will be associated with alignment and
formation of the effective governance and decision making operations for the
project deliverable. The low position of the designer for the governance and
decision-making had been deployed for the alignment of the successive project
governance and decision making. The project development would be supported
by the owner and the designer would not be responsible for the completion of the
project 2: governance and decision-making.
The rejection of the final deliverable of the project 2: governance and decision-
making would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project 2: governance and decision-making and the designer
would be not be responsible for the management of these activities.
3.2.3 Contractors
The negotiating position of the contractor will be associated with alignment and
formation of the effective governance and decision making operations for the
project deliverable. The medium position of the contractor for the governance
and decision-making had been deployed for the alignment of the successive
project governance and decision making. The project development would be
supported by the owner and the contractor would take part in the completion of
the project 2: governance and decision-making.
The rejection of the final deliverable of the project 2: governance and decision-
making would be dependent for the alignment of the operations and forming the
management of the successive deployment management. The formation of the
operations would align with the development and alignment of the successful
completion of the project 2: governance and decision-making and the contractor
would be partially responsible for the management of these activities.
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.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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3.3.1 Owner
The negotiating position of the owner will be associated with alignment and
formation of the effective people and change management operations for the
project deliverable. The High position of the owner for the people and change
management had been deployed for the alignment of the successive project
management. The project development would be supported by the owner and it
would be his/her responsibility for taking care of the completion of the project 3:
people and change management.
The rejection of the final deliverable of the project 3: people and change
management would be dependent for the alignment of the operations and
forming the management of the successive deployment management. The
formation of the operations would align with the development and alignment of
the successful completion of the project 3: people and change management and
the owner would be responsible for the management of these activities.
3.3.2 Designers
The negotiating position of the designer will be associated with alignment and
formation of the effective people and change management operations for the
project deliverable. The low position of the designer for the people and change
management had been deployed for the alignment of the successive project
management. The project development would be supported by the designer and
it would not be his/her responsibility for taking care of the completion of the
project 3: people and change management.
The rejection of the final deliverable of the project 3: people and change
management would be dependent for the alignment of the operations and
forming the management of the successive deployment management. The
formation of the operations would align with the development and alignment of
the successful completion of the project 3: people and change management and
the designer would not be responsible for the management of these activities.
3.3.3 Contractors
The negotiating position of the contractor will be associated with alignment and
formation of the effective people and change management operations for the
project deliverable. The low position of the contractor for the people and change
management had been deployed for the alignment of the successive project
management. The project development would be supported by the contractor
and it would not be his/her responsibility for taking care of the completion of the
project 3: people and change management.
The rejection of the final deliverable of the project 3: people and change
management would be dependent for the alignment of the operations and
forming the management of the successive deployment management. The
formation of the operations would align with the development and alignment of
the successful completion of the project 3: people and change management and
the contractor would not be responsible for the management of these activities.
3.4 Project 4: Funding
For Project 4 the negotiating position and conflicts in relationships of the
participants of this project are described below.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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3.4.1 Owner
The negotiating position of the owner will be associated with alignment and
formation of the effective funding activities operations for the project deliverable.
The High position of the owner for the funding activities had been deployed for
the alignment of the successive project management. The project development
would be supported by the owner and it would be his/her responsibility for taking
care of the completion of the project 4: funding.
The rejection of the final deliverable of the project 4: funding would be dependent
for the alignment of the operations and forming the management of the
successive deployment management. The formation of the operations would
align with the development and alignment of the successful completion of the
project 4: funding and the owner would be responsible for the management of
these activities.
3.4.2 Designers
The negotiating position of the designer will be associated with alignment and
formation of the effective funding activities operations for the project deliverable.
The low position of the designer for the funding activities had been deployed for
the alignment of the successive project management. The project development
would be supported by the designer and it would not be his/her responsibility for
taking care of the completion of the project 4: funding.
The rejection of the final deliverable of the project 4: funding would be dependent
for the alignment of the operations and forming the management of the
successive deployment management. The formation of the operations would
align with the development and alignment of the successful completion of the
project 4: funding and the designer would not be responsible for the
management of these activities
3.4.3 Contractors
The negotiating position of the contractor will be associated with alignment and
formation of the effective funding activities operations for the project deliverable.
The low position of the contractor for the funding activities had been deployed for
the alignment of the successive project management. The project development
would be supported by the contractor and it would not be his/her responsibility
for taking care of the completion of the project 4: funding.
The rejection of the final deliverable of the project 4: funding would be dependent
for the alignment of the operations and forming the management of the
successive deployment management. The formation of the operations would
align with the development and alignment of the successful completion of the
project 4: funding and the contractor would not be responsible for the
management of these activities
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
Structural approach should be used for the completion of the negotiation position
of the project 1: forward strategy for interaction process. The project 1: forward
strategy for interaction process would be carried on step by step for ensuring that
it would be completed successfully. The negotiation strategy used in project 1:
forward strategy for interaction process would form the responsibility of
operations of the project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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4.2 Project 2: Governance and decision-making
Strategic approach should be used for the completion of the negotiation position
of the project 2: governance and decision making. The project 2: governance
and decision making would be carried on strategically for ensuring that it would
be completed successfully. The negotiation strategy used in project 2:
governance and decision making would form the responsibility of operations of
the project.
4.3 Project 3: People and change
Behavioural approach should be used for the completion of the negotiation
position of the project 3: people and change. The project 3: people and change
would be carried on by analysis of the behaviour of the people for ensuring that it
would be completed successfully. The negotiation strategy used in project 3:
people and change would form the responsibility of operations of the project.
4.4 Project 4: Funding
Structural approach should be used for the completion of the negotiation position
of the project 4: funding. The project 4: funding would be carried on step by step
for ensuring that it would be completed successfully. The negotiation strategy
used in project 4: funding would form the responsibility of operations of the
project.
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be aligned with the
formation of the sequential development of the activities and operations. The
alignment of the successive forward strategy with the Staged Negotiation would
help in forming the development of the successive operations. The implication of
the staged negotiation would help in forming the development of the operations
for supporting the integration of the profound operational development.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be aligned with the
formation of the Integrative Negotiation as the formation of the project
governance and key decision making is supportive alignment of the operations.
The implication of the governance and decision making would align the
usefulness of the Integrative Negotiation.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be dependent for the
formation of the change implementation and people management. The use of the
Integrated Negotiation would help them in forming the inclusion of the operation
development. The deployment of the activities would help in forming the
allocation of the operations for the management of the intrusion tools. The
formation of the operations for the deployment would help them in forming
effective operations.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be aligned for listing
the process of funding in the project and Fixed Pie Negotiation would be aligned
for the integration of the operations. The funding of the project is cost dependent
and the listing of the inclusion would support the management of the successive
development mode.
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 Design and Construct because the forward strategy for payroll
system would be resulted by the deployment of the design. The payroll system
development would be largely responsible for the alignment of the operations
capable of the alignment of the design and construct.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is Framework Agreements as the activities of the project
governance would result in forming the solution of major issues for the
management of the activities. The project governance and decision making is
developed by integrating a framework for the inclusion of the activities.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is Integrated Chain Management as the implication of the
operations would help in forming the management of the changes in the project.
The management of the people and implementation of the change would be
influenced by the help of the chain management procurement.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is Cost reimbursement as the funding would result in influencing the
final deliverable of the project. The inclusion of the activities would form the
effective development of the operations. The Cost reimbursement would help in
forming the allowance of the operations favourable for the deployment of the
operations.
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7 BIBLIOGRAPHY
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