Queensland Health Project: Negotiation & Conflict Report PMP20011

This report examines project negotiation and conflict management within the context of the Queensland Health Payroll Program. It analyzes four key projects: the forward strategy for the payroll system, governance and decision-making, people and change management, and funding. The report identifies the participants involved in each project (owners, designers, contractors), their negotiating positions, and potential conflicts in relationships. It recommends negotiation interaction processes, emphasizing integrative approaches, strong project governance, and stakeholder engagement. The report also suggests negotiation methods tailored to each project, focusing on problem-solving, mutual gains, and attracting funding. The document provides a framework for managing negotiation, identifying conflict areas, and promoting effective stakeholder engagement within complex projects. Desklib offers a variety of resources, including past papers and solved assignments, to aid students in their studies.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PMP20011 PROJECTS NEGOTIATION AND CONFLICT
REPORT
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 03/08/2018
Project Ownership:Department of Queensland
Prepared by:Project manager
Distribution List: Australian Government and stakeholders
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2 THE PROJECTS
2.1 Project 1: The Forward strategy for payroll system
The forward design or plan for the system or infrastructure of the payroll
from the viewpoint of Diamond (Mora, and Tamaki, 2012). The NCTP
(National Centre for Technology Planning) provides an appropriate and
excellent approach for the strategy. The NCPT means a lot to the
complexity, Technology, and Novelty at a higher pace. Complexity and
Novelty are defined as a derivative, breakthrough, being assembly,
system, an array. For the forward plan laid for the payroll systems, it
involves the use of the pay projects that are preferred in conjunction well-
utilized part of it which can help in the development of the entirely new
way for a clear understanding of the issue or problem (Guangshe et.al,
2014.p88; Murtoaro, 2012).
Various definitions of technology have emerged, but mostly technology is
used to refer to the use of new approaches and modern methods. In case
there is any type of in the entire work, then this stage can be used. The
forward plan of the payroll system is one of the techniques which can be
used for inventory, paperwork, benefits and on threats or risks (Hassim,
2012). The utilization of phase occurs whenever the issue exists in the
entire project work.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
2.2 Project 2: Governance and decision-making
Project governance involves the management framework (regulations,
policies, processes, functions, responsibilities, and procedures) which are
used to keep the project under proper control (Soheili, 2012; Craddock,
2010). For proper governance of the project and effective decision
making, a single learning process that is institutionalized is appropriate or
suitable for projects. In this case, there are two types of adjudication and
governance that can be conducted successfully and can be discussed in
groups. The training process that is well organized, teams of people
usually meet to discuss and achieve their regular goal (Grosser, 2014).
2.3 Project 3: People and change
For the changes and the people, the project that is identifiable serves as
the best way of tackling the issue. Basing on an individual perception, the
project is suitable for the transformation of the people due to its identity
among people and their respective cultures (Manongdo, 2010). Such a
view can be used to identify completely the changes and cultures of the
stakeholders.
2.4 Project 4: Funding
In terms of funding, projects act as the most appropriateapproach to be
used for the purposes of complex product services. In other words, the
approach is most suitable for attracting funding since it considers the
project's values and its inevitability. Thus, this gives a clearer idea
regarding the financial support in the complete project's viewpoint.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3 THE PARTICIPANTS
3.1 Project 1: The 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
Queensland Health acts as the negotiation statuses of the owners and it is
built on a strong basis. The expected strong opposition to the relationships
that are held by the whole employer in the similar case, can be able to
carry out the identification, documentation, and communication for the
operating payroll for the future which can add to the framework of service
delivery or models that are used by the Queensland Health.
3.1.2 Designers
The major position for a conglomerate of all designers, in this case, is
shared with the Queensland CIO and all the government.
3.1.3 Contractors
The negotiation status of the contractor will involve all government
stakeholders that include the Queensland's, Chief Information Officer.
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
NAME OF PROJECT
3.2.1 Owner
The relationship potential clash that may create connections with the
owners who most times use the programs’ efficiency in managing
benefits, issues, risks, issues as well as the actions directed towards
program management in addition to the lessons learned.
3.2.2 Designers
The status contact of the designers, in this case, is expected to be shared
by the Audit Office at Queensland and the partner. The related designers'
potential conflicts that are concerned with the adoption of the special
framework of the enterprise for program or portfolio governance
(Johnstone, 2010.p103). For instance, the governance of the payroll
portfolio and the Queensland Health. This gives the rise to the concise and
clear connection existing between all financial systems in the institution.
3.2.3 Contractors
The contractual potential conflicts that are related to those who use the
programs’ efficiency in managing all the benefits, risks, problems, issues,
as well as all actions of program management including all lessons
learned.
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
Negotiation statuses of the owner will involve Queensland Health. This
involves the belief in the process of the payroll by exhibiting potential
merits to the level of managers and all employees in the organization. This
can be done through any related possible conflict that is organized by
employers. It should exhibit assessable improvements, consistency with
the performance (Johnstone, 2010.p103). It should also possess making
understandable decision choices and changes in the entire business
procedures of the payroll and putting in place the ways of working. Proper
communications that take the form of operating are needed for developing
proper models for service delivery.
3.3.2 Designers
The negotiations of the designers are expected to turn into the hub of the
Queensland Health stakeholders’ payroll system and the behaviour of the
government.
3.3.3 Contractors
In this case, QH will be the negotiation status for the contractor. The
contractor's possible conflicts relate to those who are responsible for the
continuous creation of the processes and providing the staff with solid
benefits. These are in line with managers through forming assessable and
reliable improvements in their performance and dependable decision
making. This goes along with various changes in the business procedures
of the payroll and in the ways of working.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
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 major parties interested and
likely to read more from this project include the statutory bodies,
cooperation's that are owned by the government and the government
agencies of Queensland.
The potential conflicts in relationships that the owner may have been
concerned with the negotiations will involve the belief in the process of
the payroll through exhibiting potential merits to the level of managers
and all employees in the organization.
3.4.2 Designers
The negotiating position of the designers will be shared by the Audit
Office at Queensland and the partner such as the funding agencies like the
government and donors.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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The potential conflicts in relationships that the designers may have been
concerned with the adoption of the special framework of the enterprise for
the program that can attract sufficient funding for the project from all
possible sources. For instance, designing the governance of the payroll
portfolio and the Queensland Health in a more effective manner that can
attract sufficient funding. This gives the rise to the concise and clear
connection existing between all financial systems in the institution.
3.4.3 Contractors
The negotiating position of the contractors will be Queensland Health.
The potential conflicts in relationships that the contractors may have are
related to those who are responsible for the continuous creation of the
processes and providing the staff with solid benefits. These are in line
with managers through forming assessable and reliable improvements in
their performance and dependable decision making regarding proper
funding of the project. This goes along with various changes in the
business procedures of the payroll and in the ways of working.
4 THE NEGOTIATION INTERACTION PROCESS
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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4.1 Project 1: The Forward strategy for payroll system
For Project 1 the negotiating position recommended should involve the
recommendation of the negotiating position which should act as the
integrative approach(Murtoaro, 2012 p.728). It is preferred as the best fit
due to its most appropriate and efficient process which is involved in
solving problems existing among others. This approach is totally different
from the rest of the distributive approaches available. Thus, this helps in
fostering mutual gains, problem-solving, joint decisions and cooperation
through proper negotiations with all project's stakeholders. Thus, this
approach is vital in the putting in place the criteria that are based on
objectives which can help in obtaining mutual gains and benefits.
Furthermore, proper negotiations for an efficient payroll system puts
emphasis on the information exchange within the team which helps taking
up quick group decisions and thus facilitating problem-solving. The
strategy operates through the exposing members' interest in the team
which pulls out identical features amongst members of the team and
creates various options.
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4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be should be
based on a proper on a proper Project governance acts as the critical factor
towards the project's success. It involves making of strong decisions that
will help to drive the project forward (KPMG, 2012.p33). In this case, the
process involves the management framework such as regulations, policies,
processes, functions, responsibilities, and procedures which are used to
keep the project under proper control. For proper governance of the
project and effective decision making, a single learning process that is
institutionalized is appropriate or suitable for projects. In this case, there
are two types of adjudication and governance that can be conducted
successfully to improve on the negotiation capacity among the project's
stakeholders (Chesterman, 2013; Clementi et.al, 2013). The training
process that is well organized, teams of people usually meet to negotiate
on how to achieve their regular goal.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be built on the
basis of various changes and the people involved in the project. Thus, this
is identifiable serves as the best way of tackling the issue. Basing on an
individual perception, the project is suitable for the transformation of the
people due to its identity among people and their respective cultures
(Brown, 2007.p23-45). Such a view can be used to identify completely the
changes and cultures of the stakeholders should be considered during the
project design.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
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4.4 Project 4: Funding
For Project 4 the negotiating position recommended should comprise all
the stakeholders in the project so that the project can attract much funding
from interested funders such as the government (Pennington, 2018). This
should involve the use of the most appropriateapproach for the purposes
of complex product service to attract the multi-cultural diversity.
5 THE NEGOTIATION METHODS
5.1 Project 1: The Forward strategy for payroll system
For Project 1 the negotiating method recommended should be laid based
on the payroll systems. These should involve the use of the pay projects
that are preferred in conjunction well-utilized part of it which can help in
the development of the entirely new way for the clear understanding of the
issue or problem.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be based on
the critical factors that can drive the project towards its success. This
should involve the making of strong decisions that will help to drive the
project forward. Therefore, this method of management framework
should be comprised of the regulations, policies, processes, functions,
responsibilities, and procedures which are used to keep the project under
proper control (Soheili, 2012).
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be in form of
managing people and change should involve individual perception within
the project that is suitable for the transformation of the people due to its
identity among people and their respective cultures (Eden & Sedera, 2014;
The Courier-Mail, 2012). Such a view can be used to identify completely
the changes and cultures of the stakeholders should be considered during
the project design.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should involve all
project's stakeholders. This can help in attracting much funding for the
project from the interested parties/ stakeholders such as the government to
boost the QH payroll system. Furthermore, the process should involve the
use of the most appropriateapproach for the purposes of complex product
service to attract various partners.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
6 THE OUTCOME
6.1 Project 1: The Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation
process for Project 1 is integrating the supply chain management in the
institution’s system which is regarded as the traditional system (Walker
and Walker, 2015.p67).
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome of the negotiation
process for Project 3 is building strong alliances by partnering to create a
strong basis for decision making and governance.
6.3 Project 3: People and change
The preferred form of procurement as an outcome of the negotiation
process for Project 4 is putting in place framework for agreements that
accommodates people and change in the institution.
6.4 Project 4: Funding
The preferred form of procurement as an outcome of the negotiation
process for Project 4 is cost reimbursement that can attract more funding.
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