Projects Negotiation And Conflict Essay Template.

Assignment Overview

Projects negotiation and conflict report is a communication tool that is used as the basis for managing negotiation, identifying conflict areas and stakeholder engagement.

This assignment requires you to consider:

• project negotiation, conflict management, and stakeholder engagement, and

• methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, manage relationships and communication with key stakeholders.

You must then develop all the required documentation for a selected case study.

The primary purpose of this assignment is to help you to develop skills in the objective, contents and compilation of project management commercial negotiation frameworks and principles.

The secondary purpose of this assignment is to give you the opportunity to consider the role of the project manager within the commercial negotiation process.

The assignment will also give you the opportunity to enhance your analysis and written communication skills; particularly in the areas of structured assignment writing.

Queensland Health Payroll System disaster case study along with several review reports and the assignment template will be provided on the unit Moodle website. Projects negotiation and conflict report template will contain full guidelines on how to complete the assessment task. In 2012, KPMG review report about the Queensland Health Payroll System recommended four prospective projects.

Your task for each recommended project by KPMG is to:

• propose an appropriate project characteristics perspective and provide its justification.
• propose appropriate negotiating position of the owner, designers, and contractors.
• describe potential conflicts in relationships that the owner, designers, and contractors may have.
• propose a negotiation method and provide its justification.
• propose preferred form of procurement as an outcome from the negotiation process. 

Project 1: the Forward strategy for payroll system

The project characteristics of project 1 are a forward methodology in context to finance framework, forward arrangement or structure for the finance foundation or framework, from Diamond perspective: The NCTP an incredible and also proper methodology. NCTP infers to Novelty, Complexity, and Technology Moreover Pace. Oddity and additionally Complexity is portrayed as being the leap forward, subordinate, being get together, cluster and framework.

The justifications in context to these characteristics are in the forward strategy in context to the finance Systems, these two in a world which is perfect use a summary in context to extraordinary pay stretches out despite it is utilized to develop an extreme better methodology for understanding the issue or issue. As stated by Peña-Mora and Tamaki (2001), innovation is likewise characterized as the utilization of present-day strategies and new ways to deal with innovation. The stage is utilized when there can be any kind of direness in the entire work. Forward Strategy finance framework, the system is utilized for printed material, stock, benefits and also dangers or dangers. The stage is typically used when there is an issue or worry in general undertaking work.

The project characteristics of project 2 are basic leadership and administration for the administration and in addition for basic leadership, one organized learning process is the reasonable or most fitting method for activities The justifications for these characteristics are There are two kinds of administration and arbitration that can unquestionably be effectively done that they can be discussed in gatherings. In the composed preparing process, individuals' groups meet to accomplish and achieve a standard objective.

The project characteristics of project 3 are Individuals and change for the general population, and also for the changes, a recognizable task is the ideal approach to do it from a singularity perspective.

The justifications for these characteristics are the venture is fitting for the general population and change since the character is inside individuals and also culture. This view is used in context to recognize the partner's progressions and societies.

The project characteristics in context to project 4 are Financing for the subsidizing; ventures are the best methodology from the Complex Products Services Purpose.

The justifications in context for these characteristics are methodology is fitting for a reserve as it is continually perceiving the estimation of the task furthermore, the conviction estimation of the endeavor. This gives a clear idea concerning money related help the point of view of an aggregate endeavor (Ting-Toomey, 2004).

Assignment Overview

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.

The negotiating position of the owner will be collaborative.

The potential conflicts in relationships that the owner may have are disputes and non-cooperation.

The negotiating position of the designers will be collaborative.

The potential conflicts in relationships that the designers may have are formal conflicts and informal conflicts.

The negotiating position of the contractors will be collaborative.

The potential conflicts in relationships that the contractors may have are due to responsibilities, roles, and disputes.

For Project 2 the negotiating position and conflicts in relationships of the participants of this project are described below.

The negotiating position of the owner will be collaborative.

The potential conflicts in relationships that the owner may have are non-cooperation.

The negotiating position of the designers will be the compromising style in context to negotiation.

The potential conflicts in relationships that the designers may have are healthy and unhealthy conflicts. Undesirable clash can make a hindrance that keeps groups from discussing contradictions that issue. One individual's close to home or elaborate issues can keep the group from effectively captivating in the important talk. Consequently, planners must perceive the contrasts between these things and do what they can to abstain from being the wellspring of the unfortunate clash.

The negotiating position of the contractors will be competing for style in context to negotiation.

The potential conflicts in relationships that the contractors may have are timing, construction services and delay in work.

For Project 3 the negotiating position and conflicts in relationships of the participants of this project are described below.

The negotiating position of the owner will be collaborative.

The potential conflicts in relationships that the owner may have are potential, perceived and actual conflict in context to interests.

The negotiating position of the designers will be collaborative.

The potential conflicts in relationships that the designers may have are formal and informal.

The negotiating position of the contractors will be the compromising style of negotiation.

The potential conflicts in relationships that the contractors may have are an actual conflict of interest in context to private interest and employee duties.

For Project 4 the negotiating position and conflicts in relationships of the participants of this project are described below.

The negotiating position of the owner will be competing for style.

The potential conflicts in relationships that the owner may have been an irreconcilable circumstance (COI) happens when a person who is engaged with different interests has one intrigue that meddles with another. The terms 'irreconcilable circumstance and 'contending interests' are utilized reciprocally.

Purpose

The negotiating position of the designers will be competing for style.

The potential conflicts in relationships that the designers may have are formal and informal.

The negotiating position of the contractors will be competing.

The potential conflicts in relationships that the contractors may have are conflicts of interest.

Project 1: the Forward strategy for payroll system

For Project 1 the negotiating approach recommended should be structural approach to manage exchanges view organized outcomes as a part of the characteristics or fundamental features that portray each explicit exchange. These characteristics may join features, for instance, the amount of social occasions and issues related with the exchange and the creation or relative power of the battling parties

 For Project 2 the negotiating approach recommended should be strategic because they are grounded in the conviction that there is one best answer for each transaction issue, they try to speak to "what ultra-shrewd, flawlessly objective, super-individuals ought to do in focused, intelligent [i.e. bargaining] circumstances".

For Project 3 the negotiating approach recommended should be The behavioural approach as these traditions share the perspective that game plans – paying little respect to whether between nations, administrators and affiliations, or neighbours are in the long run about the general population included.

For Project 4 the negotiating approach recommended should be strategic as they search for 'best arrangements' from all points of view of a transaction, this methodology has been called Symmetrically Prescriptive. The vital methodology is the establishment for transaction speculations, for example, amusement hypothesis and basic hazard hypothesis..

Project 1: the Forward strategy for payroll system

For Project 1 the negotiating method recommended should be facilitative because it ensure that parties come to assertions reliant on information and cognizance. They overwhelmingly hold joint sessions with all social affairs present so the get-togethers can hear each other's points of view, yet hold congregations much of the time

Project 2: Governance and decision-making

For Project 2 the negotiating method recommended should be mediative as it has with different procedural stages in which the go between helps the social events in settling their discussion. The go between and the social events seek after an unequivocal game plan of traditions that require everyone required to participate

Project 3: People and change

For Project 3 the negotiating method recommended should be facilitative as they require the get-togethers to have the noteworthy impact on decisions made, rather than the social events' attorneys.

Project 4: Funding

For Project 4 the negotiating method recommended should be non-binding arbitration as this intervention is to help people in submitting extra time and attentiveness with respect to the development of a deliberate, valuable and extreme assertion.

Project 1: the Forward strategy for payroll system

The preferred form of procurement as an outcome from the negotiation process for Project 1 is to focus regarding Integrated Project Teams.

Project 2: Governance and decision-making

The preferred form of procurement as an outcome from the negotiation process for Project 2 is to focus on Integrated Project Teams for emphasizing Coordination and collaboration.

Project 3: People and change 

The preferred form of procurement as an outcome from the negotiation process for Project 3 is traditional segregated delivery and design procurement. IDDS building, plan and development will change the manner by which forms are executed, how individuals and associations are gifted, what's more, cooperate, and how accessible advancements can react and invigorate this.

The preferred form of procurement as an outcome from the negotiation process for Project 4 focuses on integrated design and delivery procurement. IDDS isn't only a subsequent stage to the mechanically driven improvement of BIM programming, yet is focusing on the improvement of a genuine change in outlook.

References

Peña-Mora, F., and Tamaki, T. 2001. Effect of delivery systems on collaborative negotiations for large-scale infrastructure projects. Journal of Management in Engineering, 17(2), 105-121.

Ting-Toomey, S., 2004. Translating conflict face-negotiation theory into practice. Handbook of intercultural training, 3, pp.217-248.