PPMP20011 Commercial Project Negotiation

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

The Projects  

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.  

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).

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.

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.

The Participants

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.

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.

Designers

The major position for a conglomerate of all designers, in this case, is shared with the Queensland CIO and all the government.

Contractors

The negotiation status of the contractor will involve all government stakeholders that include the Queensland's, Chief Information Officer.

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.

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.

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.

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.

Project 3: People and change

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

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.

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.

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.

Project 4: Funding

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

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.

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.

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.

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.

The Negotiation Interaction Process

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.

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.

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.

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.

The Negotiation Methods

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.

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).

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.

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.

The Outcome

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).

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.

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.

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.

Bibliography

Brown, P., (2007). Principles that make for effective governance of multi-stakeholder initiatives: updated, final version. UN SRSG/CCC Expert workshop on improving human rights performance of the business through multi-stakeholder initiatives, 6 – 7 Nov 2007

Chesterman, N., R., (2013). Queensland Health Payroll System Commission of Inquiry. Report Published on 31 July 2013. Queensland Government Gazette.

Clementi, S., Cristina, T., & Carvalho, M. B.  (2013). Methodology for IT Governance Assessment and Design. Laboratory of Computer Architecture and Networks - Escola Politknica-University of SIo Paulo

Craddock, W. T. (2010). Five things every project manager should know about negotiation. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Eden, R. & Sedera, D., (2014). The Largest Admitted IT Project Failure in the Southern Hemisphere: A Teaching Case. Information Systems School, Queensland University of Technology

Feniosky P. M., and Tamaki, T. (20120. Effect of Delivery Systems on Collaborative Negotiations for Large-Scale Infrastructure Projects. Journal of Management in Engineering. Vol. 17, Issue 2 (April 2001)

Grosser, M., (2014). Legal lessons from the Queensland Payroll Report. Staff writers on January 23, 2014-government news. Retrieved from:https://www.governmentnews.com.au/legal-lessons-from-the-queensland-health-payroll-report/.[Accessed 3 Aug. 2018]

Guangshe J., Chen L., Ding X., & Wong. (2014). Project Governance Framework for Mega Construction Projects (MCP) in China: Lessons from SHITH and SHCBD projects.

Hassim, A., A. (2012). Project Governance: Ethical Decision Making in Project Procurement in the Malaysian Public Sectors. School of Civil Engineering & Built Environment Science and Engineering Faculty (SEF). Queensland University of Technology

https://www.irbnet.de/daten/iconda/CIB_DC27223.pdf [Accessed 3 Aug. 2018].

Johnstone, D., (2010). IT project governance and stakeholder conflict resolution. Victoria University of Wellington. Retrieved from: https://core.ac.uk/download/pdf/41339682.pdf [Accessed 3 Aug. 2018].

KPMG, (2012). Queensland Health Review of the Queensland Health Payroll System. QH Payroll Review Report 31 May 2012. Retrieved from:https://www.healthpayrollinquiry.qld.gov.au/__data/assets/pdf_file/0008/177902/KPMG_Report_dated_31_May_2012.PDF[Accessed 3 Aug. 2018].

Manongdo, R. (2018). Queensland Health Payroll System - a case study on Business Process Management and application Enterprise Integration. [online] Academia.edu. Available at: https://www.academia.edu/8096282/Queensland_Health_Payroll_System_-_a_case_study_on_Business_Process_Management_and_aplication_Enterprise_Integration[Accessed 3 Aug. 2018].

Murtoaro, J. (2012). Project negotiation analysis. International Journal of Project Management 25(7):722-733 DOI: 10.1016/j.ijproman.2007.03.002

Pennington, S. (2018). Top 5 lessons from the Queensland Health payroll saga. [online] The Sydney Morning Herald. Available at:https://www.smh.com.au/technology/top-5-lessons-from-the-queensland-health-payroll-saga-20130809-hv1d5.html [Accessed 3 Aug. 2018

Soheili, H. (2018). BAE Systems Project Management Council to host Free learning event in Farnsborough - Project Management World Journal. [online] Project Management World Journal. Available at:https://pmworldjournal.net/article/bae-systems-project-management-council-to-host-free-learning-event-in-farnsborough/ [Accessed 3 Aug. 2018].

The Courier-Mail, (2012). Secret Cabinet documents emerge as Labour tries to fend off inquiry over Queensland Health payroll. Retrieved from:https://www.news.com.au/national/queensland/secret-cabinet-documents-emerge-as-labor-tries-to-fend-off-inquiry-over-queensland-health-payroll-debacle/news-story/63baea8b672bf1581e0416e231775a39[Accessed 3 Aug. 2018].

Walker, D. H. T. and Walker, B.M. L. (2015). Collaborative Project Procurement Arrangements. Summaries of New Research for the Reflective Practitioner.https://www.pmi.org//media/pmi/documents/public/pdf/research/research-summaries/walker_collaborative-project-procurement.pdf[Accessed 3 Aug. 2018].