Project Negotiation and Conflict Management: Payroll Program

This report examines project negotiation and conflict within the Queensland Health Payroll Program, focusing on four key projects: forward strategy for the payroll system, governance and decision-making, people and change management, and funding. It identifies project characteristics using frameworks like the Diamond Perspective and Organizational Learning Process, detailing the negotiating positions and potential conflicts of various participants, including owners, designers, and contractors, across each project. The report highlights how these roles influence project outcomes and addresses potential relationship conflicts arising from issues such as agreement changes, payment refusals, design incompatibilities, and communication breakdowns, ultimately aiming to ensure successful project delivery and stakeholder alignment. Desklib offers a platform to access this and other solved assignments to aid students.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 04/04/18
Project Ownership: Australian Queensland Government
Prepared by: <<name of the student>>, Project Manager
Distribution List:
Name Designation
Amanda Lee, CEO Project Client
John Jones, CFO Project Investor
Karl Brown, President Head of Project Steering Committee
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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 project characteristics of project 1 are Diamond Perspective as the project of
forward strategy of payroll system is largely dependent on the technology
innovation along with the modification of the operations. The sincere deployment
of the payroll system is based on the forward strategy and the inclusion of the
operations that are aligned with the formation of the successive development.
The justifications for these characteristics are technology, complexity, and pace
of operations. The forward strategy of health payroll system would be largely
based on the diamond perspective as it would align with the NCTP or Novelty,
Technology, Complexity, and Pace. The implication of the forward strategy and it
would also help in forming the successive development of information for payroll
system.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are based on the perspective of
organizational learning process. The organizational learning process would be
implied for the development of the project governance and effective decision
making in the project.
The justifications for these characteristics are dependent on the activities aligned
in this project. The governance of the operations would align with the information
development projects. The improved governance of the project would be based
on the formation of the operations and its alignment with the inclusion of the
project development model. The governance of project along with decision
making for the project would be aligned with the concept of organizational
learning process.
2.3 Project 3: People and change
The project characteristics of project 3 are dependent on the change
implementation and the people management. The use of organizational learning
process would be helpful for the deployment of the successive development of
the operations for forming the operational deployment that can be aligned with
the development of the project 3 of people and change implementation.
The justifications for these characteristics are aligned with the formation of the
improved alignment model and the successive formation of the improved
operation development. The alignment of the project activities is largely based
for the development of learning among the people and change implication. The
organizational learning process would be helpful for overcoming the probability of
development attenuation.
2.4 Project 4: Funding
The project characteristics of project 4 are dependent on the implication of the
effective alignment of the development model. The management of the project
funding requirements would align with the modulation of the support and
development of the project. The funding of the project would be supported by the
use of Identity Perspective.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The justifications for these characteristics are aligned with the change
implementation process. The deployment of the operations would align the major
sensitive process. The funding project 4 is very crucial and it requires the
individual for allowing the activities of funding in the project. The deployment of
the operations would also help in forming the analysis of the identity required in
the development of the project funding development.
3 THE PARTICIPANTS
3.1 Project 1: Forward strategy for payroll system
The project 1 is developed for the alignment of the forward strategy that would
be helpful for the implication of the Queensland Health Payroll process. The
analysis of the forward strategy would align with the formation of the successive
development of the operations. For Project 1 the negotiating position and
conflicts in relationships of the participants of this project are described below.
3.1.1 Owner
The negotiating position of the owner will be dependent on the role played in the
project of forward strategy development for the payroll system of Queensland.
The owner would have low negotiation position for the forward strategy project 1.
The owner would be responsible for the final approval or rejection of the project
activities and hence he/she will have no impact in the forward strategy developed
of project.
The potential conflicts in relationships that the owner may have are agreement
changes, change request, and rejection of deliverable. The owner has the power
for final declaring of the project success or failure. Hence, he/she can request for
modifying the system and implement changes as per requirements.
3.1.2 Designers
The negotiating position of the designers will be dependent on the role played in
the project of forward strategy development for the payroll system of
Queensland. The designer has high negotiation position for the forward strategy
of the project. The high position is due to the fact that the forward strategy of
project would be dependent on the design developed. Without the development
of the final design, the payroll system development cannot be started. Hence, the
designer enjoys high position in terms of negotiation.
The potential conflicts in relationships that the designers may have are refusal of
payment, design change request, and operational issues. The issues faced by
the designer are largely responsible for the alignment of the hindrances in the
operation development.
3.1.3 Contractors
The negotiating position of the contractors will be dependent on the role played
in the project of forward strategy development for the payroll system of
Queensland. The contractors are responsible for the external support
development for the project. They have medium implication of the operations and
alignment of the position for the operations.
The potential conflicts in relationships that the contractors may have are delay in
providing operations and violation of the contracts. The implication of the
operations had been dependent on the alignment of the forward strategy for the
Queensland payroll system. The issues would result in forming the management
issues in the forward strategy development for payroll project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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3.2 Project 2: Governance and decision-making
The governance and decision making is aligned for the implication of the
operations and aligning the modification of the project operations. The operations
of the project are aligned with the development of the operations that are
favourable for the completion of the final project deliverable of Queensland
Payroll system. The governance of the project would help in forming the
development of system alignment. 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 dependent on the role played for the
project 2 of governance and decision making. The alignment of the effective
decision making and project governance would support the implementation of
the payroll system development for Queensland Health Department. The owner
enjoys the high negotiation position as the main decisions are taken by the
project owner. The key decisions and the project governance are the
responsibilities of the project owner.
The potential conflicts in relationships that the owner may have are denial of
request and issues in project governance. The project owner would have to face
the issues of denial of request for the implication of the project governance and
taking key decisions of the project.
3.2.2 Designers
The negotiating position of the owner will be dependent on the role played for the
project 2 of governance and decision making. The alignment of the effective
decision making and project governance would support the implementation of
the payroll system development for Queensland Health Department. The
alignment of the project negotiation had helped in understanding that the
designers have low position for the project governance and decision making.
The potential conflicts in relationships that the designers may have are design
forgery and incompatibility of the design developed. The designers would have to
face the issue of incompatible design issues and it would tend to cause the major
hindrance in the completion of the project.
3.2.3 Contractors
The negotiating position of the owner will be dependent on the role played for the
project 2 of governance and decision making. The alignment of the effective
decision making and project governance would support the implementation of
the payroll system development for Queensland Health Department. The
contractors have medium position for the project 2 of project governance and
decision making. The implication of the supplementary decision issues had
tended to imply the deployment of the operation integration.
The potential conflicts in relationships that the contractors may have are aligned
with the formation of the implementation of the project governance and decision
making in projects. The contractor would have to face the issues payment issues
and contract obligations.
3.3 Project 3: People and change
The project of people and change is developed for ensuring that the
implemented change of the existing system for health payroll would be rightfully
conveyed to the linked people. The change development and the implication of
the operations had resulted in forming the major setback for the deployment of
the operations. 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 dependent on the role played for the
project 3 of people and change. The owner enjoys high negotiation position for
the people and change project. The implication of the change management
would help in overcoming the requirements of the change implication
development. The people management is done for ensuring that the alignment of
the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the owner may have are attrition
among the employees, change management issues, and alteration of the
operations. These issues would be result in causing damage to the completion of
the project.
3.3.2 Designers
The negotiating position of the owner will be dependent on the role played for the
project 3 of people and change. The designer of the project would have low
negotiation position for the people and change project 3. The implication of the
change management would help in overcoming the requirements of the change
implication development. The people management is done for ensuring that the
alignment of the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the designers may have are complex
design development and issues in operation alignment. These issues would be
result in causing damage to the completion of the project.
3.3.3 Contractors
The negotiating position of the owner will be dependent on the role played for the
project 3 of people and change. The contractors have low negotiation position for
the alignment of the project 3 of people and change. The implication of the
change management would help in overcoming the requirements of the change
implication development. The people management is done for ensuring that the
alignment of the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the contractors may have are
communication issues of operations and rejection of the activities. These issues
would be result in causing damage to the completion of the project.
3.4 Project 4: Funding
The funding of the project would tend to implement the alignment of the project
development model. The funding of the project is aligned for the ensuring to
overcome the shortage of project funds. 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 funding is largely
responsible for the development of the operations. The funding is approved by
the project owner and the alignment of the activities would tend to form the
development of the improved functional and operational development of the
activities.
The potential conflicts in relationships that the owner may have are payment
shortage, inaccessible funds and rejection of operations. These issues would be
result in causing damage to the completion of the project.
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3.4.2 Designers
The negotiating position of the designers will be low for the project of funding as
they do not play a significant role for the alignment of the operations. The
designers are aligned for the formation of the effective design development. But
they do not form any significant role for the alignment of the operations.
The potential conflicts in relationships that the designers may have are payment
issues and modification issues in design development. These issues would be
result in causing damage to the completion of the project.
3.4.3 Contractors
The negotiating position of the contractors will be medium because the overall
funding has direct relation with the alignment of the operations. The external
supplies are managed by the contractor and the overall cost of the funding would
be dependent on the contractor as well.
The potential conflicts in relationships that the contractors may have are hike in
the material prices and quality degradation of the supplies. These issues would
be result in causing damage to the completion of the project.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be structural
approach as the forward strategy would involve the development of the initiation
of the project operations for payroll system development. Hence, the use of
structural approach would help in easing the negotiation interaction process for
the project 1.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be strategic
approach as the governance and decision making would involve the
development of governance of the project operations and alignment of the
effective decision making. Hence, the use of strategic approach would help in
easing the negotiation interaction process for the project 2.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be behavioural
approach as the people management and change implementation would require
the implication of behaviour management. Hence, the use of behavioural
approach would help in easing the negotiation interaction process for the project
3.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be integrative
approach as the project funding is a very sensitive operation and the formation of
the improved operations would be required for the project. Hence, the use of
integrative approach would help in easing the negotiation interaction process for
the project 4.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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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 Integrated
Negotiation as it would help in forming the support and development of the
forward strategy of payroll system. The implication of the forward strategy would
be assisted by the implication of the successful integrated negotiation.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be staged
negotiation as it would help in forming step by step modification of the
governance of the project and the alignment of the decision making in the
project. The implication of the project governance would be supported by the
implication of the staged negotiation.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be Fixed Pie
Negotiation as it would help in forming the successful deployment of the change
implementation and people management. The implication of the people and
change would be supported by the use of the fixed pie negotiation.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be integrated
negotiation as the process would result in forming the alignment of the effective
development of the operations. The funding in the project would be supported by
the implication of the operations and deliverance of the improved operations. The
implication of the project funding would be supported by the use of the integrated
negotiation.
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
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
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is Consortia and Joint Venture
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is Management Contracting
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