Negotiation in Projects: Queensland Health Payroll & Chunnel Tunnel

This presentation provides a comparative analysis of project negotiation, contract management, and stakeholder engagement, using the Queensland Health Payroll System and the Chunnel Tunnel project as case studies. It covers diverse government and non-government project contractual arrangements, explains stakeholder agendas and influence factors, and critically analyzes methods of project negotiation and conflict management. The presentation also emphasizes the importance of effective communication, risk management, and adherence to project timelines and budgets. It concludes by highlighting the key differences and similarities between the two projects and emphasizing the importance of smart development models and stakeholder engagement for successful project completion. Desklib provides access to similar solved assignments and study resources for students.

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Commercial Project Negotiation: Queensland
Health Payroll System and Chunnel Tunnel

Contents
Introduction
Project Overview
Project Contractual Arrangements
Project Stakeholder Agendas
Project Negotiation, Conflict Management, Stakeholder Engagement
Conclusion
References

Introduction
Project Contracts, Stakeholder Agendas,
Negotiation, Conflict Management
Contracts are agreement formed between two parties
Stakeholder’s agenda is for forming the project
completion (Alfredson and Cungu 2008)
Negotiation allows the formation of a mutual decision
between two parties
Conflict management allows the reduction of the
possible problems for the project execution
(Anao.gov.au. 2018)

Project Overview
Channel Tunnel and Queensland Health Payroll
System
Chunnel Tunnel is a construction project for underground
railways
Two terminals would be developed for aligning the effective
utilization of the construction project
Three tunnels of 50.5 km long tunnels - 9.3 under land in
UK, 38 undersea and 3.2 under land in France
Queensland Health recognized the importance of
implementing the system
Planned for implementing a payroll system for the
organization
Utilization of the effective communication for the
organization

Project
Contractual
Arrangements

Contract Management
For Queensland Health Payroll (Government
Contract)
Compliance with Commonwealth Procurement Rules
Notification to Market (Procurement.vic.gov.au. 2018)
Open Tender and Limited tender conditions
Request Documentation
Awarding Contracts
Contract Award Approval Form
would be used for Procurement of
Project

Contract Management
For Chunnel Tunnel (Non Government Contract
Contract management for activities of project was based on
implication project
Fixed Price would be aligned for listing the project
activities sequentially for project (Pratley 2004)
Raw materials for the project was procured from the system

Comparing Government and Non-
Government Contracts
Chunnel Contract Vs Queensland Contract
Chunnel Contract Queensland Contract
Introducing the document Compliance with Commonwealth
Procurement Rules
Development of contract Notification to Market
Consideration Related to
management and legislation
Open Tender and Limited tender
conditions
Individual contract management Request Documentation,
Option realization for risk factors Awarding Contracts

Project
Stakeholder
Agendas

Stakeholder Agendas
Identification of stakeholders for project
Accoding to Pratley (2004),
Queensland Health Organization
Patients
Doctors
Staffs
Government
Health Board

Stakeholder Agendas
Identification of stakeholders for Chunnel Tunnel
project
Accoding to Pratley (2004),
State Government England
State Government France
Sponsor Bankers
Contractors
Regulatory Agencies

Stakeholder Agendas
Role of stakeholders for project
Project is completed in time and budget
Effective communication is deployed (Brown, Potoski and
Slyke 2015)
Change management is utilized
Possible issue resolution would be deployed