PPMP20011 - Queensland Health Project Negotiation & Conflict Report

This report provides a detailed analysis of project negotiation and conflict management within the context of the Queensland Health Payroll Program. 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 and potential conflicts of various participants, including owners, designers, and contractors. It recommends specific negotiation approaches and methods, such as behavioral, structural, integrative, integrated negotiation, fixed pie negotiation, and staged negotiation, tailored to each project's unique characteristics. The report concludes by suggesting preferred forms of procurement as outcomes of the negotiation processes, including framework agreements, management contracting, and design and construct. The analysis is grounded in established negotiation theories and project management principles, drawing from sources like Peña-Mora and Tamaki's Generic Negotiation Model, Alfredson and Cungu's Negotiation Theory and Practice, and the PMBOK Guide. Desklib offers a wealth of similar resources and solved assignments for students seeking to deepen their understanding of project management and negotiation strategies.

PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
PPMP20011 Projects Negotiation
and Conflict Report
1 PROGRAM INFORMATION
Program Name: Queensland Health Payroll Program
Date: 06-04-2018
Project Ownership: State Government of Queensland, Australia
Prepared by: <<name of the student>>, Project Manager
Distribution List:
Name Project Designation
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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 Turner and Cochrane Four-quadrant
Perspective
The justifications for these characteristics are application development, product
alignment, and engineering. The implication of the payroll system would be
helpful for the deployment of the activities. The inclusion of the product analysis
is based for the development of the operations.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are Organizational learning process
perspective.
The justifications for these characteristics are dependent on the processes
involved in it. The decision making is very chaotic in nature and it would tend to
form the issues in alignment of the operations.
2.3 Project 3: People and change
The project characteristics of project 3 are Organizational learning process
perspective.
The justifications for these characteristics are dependent on the change
implication process involved in the project. The project would tend to be complex
in aligning with the changes among the people associated.
2.4 Project 4: Funding
The project characteristics of project 4 are Identity Perspective.
The justifications for these characteristics are related to the funding activities of
the project and the investor would play a significant role for the funding.
3 THE PARTICIPANTS
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 negotiating position of the owner will be high because the owner of the
project would either approve or reject the project.
The potential conflicts in relationships that the owner may have are expectations
not met and change in operations.
3.1.2 Designers
The negotiating position of the designers will be high as the design of the payroll
system is a major factor for the completion of the project.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
The potential conflicts in relationships that the designers may have are issues in
design feasibility and design implication problems.
3.1.3 Contractors
The negotiating position of the contractors will be low as they are not required for
any crucial activities of the project.
The potential conflicts in relationships that the contractors may have are quality
issues and delivery issues.
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.
3.2.1 Owner
The negotiating position of the owner will be high as the activities of the decision
making and project governance lies under the department of the project owner.
The potential conflicts in relationships that the owner may have are violation of
the standards and rejection of decision.
3.2.2 Designers
The negotiating position of the designers will be low because the designer are
only required for the design purpose and they are not included in project
governance and decision making.
The potential conflicts in relationships that the designers may have are user not
accepting design and issues in user interface.
3.2.3 Contractors
The negotiating position of the contractors will be low as they are not included in
decision making process.
The potential conflicts in relationships that the contractors may have are
obligations in processes and change alignment issues.
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.
3.3.1 Owner
The negotiating position of the owner will be high as the owner would have to
keep the people aligned to the project and change implication is also the
responsibility of the project owner.
The potential conflicts in relationships that the owner may have are attrition
among the people, denial of acceptance, and conflict among people.
3.3.2 Designers
The negotiating position of the designers will be low because the designer are
only required for the design purpose and they are not included in change
management or people management.
The potential conflicts in relationships that the designers may have are changes
in design and operational changes.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
3.3.3 Contractors
The negotiating position of the contractors will be low as the change and people
management are not the responsibility of the contractor.
The potential conflicts in relationships that the contractors may have are
problems in deliverable, lack of communication, and changes in 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 high as project funding is approved
by the project owner only.
The potential conflicts in relationships that the owner may have are dependent
on the alignment of the funds and misuse of the funds provided.
3.4.2 Designers
The negotiating position of the designers will be low because the designer are
only required for the design purpose and they are not included in project funding
requirements development.
The potential conflicts in relationships that the designers may have are payment
issues and quality issues.
3.4.3 Contractors
The negotiating position of the contractors will be medium as the contractor pay
is a major amount that would affect the project funds.
The potential conflicts in relationships that the contractors may have are
payment issues and quality issues in services provided by the contractor.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be behavioural
approach.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be structural
approach.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be integrative
approach.
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be behavioural
approach.
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PROJECTS NEGOTIATION AND CONFLICT REPORT
NAME OF PROJECT
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be Integrated
Negotiation and the recommendation would be helpful for the formation of
successive deployment activities.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be Fixed Pie
Negotiation and it would allow the formation of the successive action
development.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be Staged
Negotiation and the alignment would be helpful for the alignment of the
operations.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be Integrative
Negotiation as it would help in forming the support of the operation would be
implied for the alignment of the activities.
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 Framework Agreements as the implication of the operations
would tend to imply the forward development of the payroll system.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process
for Project 2 is Management Contracting as it would be helpful for the alignment
of the operations.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process
for Project 3 is Design and Construct and the alignment would result in listing the
operation development.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is Framework Agreements and the alignment would imply the
integration for the alignment of the funding operations.
7 BIBLIOGRAPHY
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