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The Projects Negotiation and Conflict Report is a communication tool that is used as the basis for managing negotiation, identifying conflict areas and stakeholder engagement.Peña-Mora and Tamaki (2001) provide a model (p. 106) described as a “Generic Negotiation Model”. In their model they identify that there are five basic elements: (1) the project; (2) the participants; (3) the negotiation interaction process; (4) the collaborative negotiation methodology; and (5) the outcome.

These five elements have been used to create this report.  You should complete each of the sections below regarding:

  1. Program Information
  2. The Projects
  3. The Participants
  4. The Negotiation Interaction Process
  5. The Negotiation Methods
  6. The Outcome 
Project 1 Characteristics

The project characteristics of project 1 are from the identity perspective and the diamond perspective as the project being mentioned is all about the caring of technology, complexity, pace, and novelty. The project emphasizes on restoring the Queensland Health functionality through the adoption of the technology and same expeditions for more than one factors.

The justifications for these characteristics are firstly, the mitigation of the identified problems are being recommended through the utilization of the technology along with the assurance of finally overcoming the issues those previously lead to the failure of the project. It also emphasizes on the enhancement of the individuals involvement in tracking the records those have been available.

Project 2: Governance and decision-making

The project characteristics of project 2 are firstly; Complex Product-Services Perspective, secondly; Identity Perspective, and lastly; Organizational Learning Process Perspective.

The justifications for these characteristics are that the proposed project is well understandable, credible, demanding, challenging, and motivational. The aspects being proposed in the project best suited for the mentioned characteristics of the project. Moreover, the choices being recommended as the procurement plan for the failed QH project while considering the dimension complexities in addition to the place or time uncertainty, novelty design, and technological complexity. The statements being proposed are demanding and challenging and hence the project characteristics are being identified.

Project 3: People and change

The project characteristics of project 3 are Organizational Learning Process Perspective, and Complex Product-Services.   

The justifications for these characteristics are firstly; the aim of the project is to improve and enhancement the engagement of the team members more than it was previously. It is being estimated that the increased involvement will be assuring the enhancement and betterment of the payroll system being introduced for the QH. It is also being estimated that the project output can be improved through the recommendation being made to them. Secondly, the project motivates to enhance the engagement of the external and internal individuals who are involved in the project. The project goals and objectives are being estimated to be accomplished through this adoption in addition to better decision-makings.

Project 4: Funding

The project characteristics of project 4 are complex product-services perspective and identity perspective.The justifications for these characteristics are firstly, the involvement of the group members have been given high importance in the successful deployment of the procurement plan considering their role as the bodies for availing the necessary funding and financial support for the project.

Project 2 Characteristics

Secondly; the project emphasizes on the improvement of the existing technology through system maintenance with the identity perspective and the value perspective. Lastly, the project focuses on the development and consideration of the values those could be targeted for the improvement of the tangible benefit of the QH payroll system project. These values can lead the project towards meeting the demands and requirements of the users (stakeholders of the QH payroll system).

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.

The negotiating position of the owner will be for being agree with the stakeholders on the recommended changes and improvement regardless of the project budget and make sure that all the drafts passes those are assuring the procurement of the failed project and new projections for the project. The ultimate outcome of the project should be considered despite of the financial involvement and cost of the project. The owner allow a free hand on the budget investments and schedule of the project if the projected output of the project is positive and efficient as per the previous scope.

The potential conflicts in relationships that the owner may have are firstly, dissatisfaction of the employees of the QH if the despite of the spent money on the project. Through allowing the freehand to the managers of the project, owner transfers the responsibility and hence, the conflict might occur in the recommendations being approached for the procurement plan.

2.1.2   Designers

The negotiating position of the designers will be to agree on the low budget or less time for delivering the recommended changes or manipulation in the existing system of the project. They might have restricted timeline and budget for the successful delivery of the procurement plan.

The potential conflicts in relationships that the designers may have are firstly; the risks not being estimated while delivering the project. Secondly, the final delivery might not be accepted to the end users. Lastly, the final design might not be accepted to the end users and could possibly lead to the redesigning despite of the delivery of the activities and changes as per the recommendations being approached

2.1.3   Contractors

The negotiating position of the contractors will be the manipulation in the communicational relationship into the contractor relationship. They might have to make the association with other contractors in manner to deliver the expected project within the estimated budget and timeline. 

Project 3 Characteristics

The potential conflicts in relationships that the contractors may have are firstly; the owners and contractors might have disagreement on certain situations regarding the time, cost and quality of the deliverables. Changes being introduced in the middle of the project can also be another matter of conflict between the owner and the contractor.

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.

The negotiating position of the owner will be that the recommendations being made as the key process for the improvement of the project is being approved regardless of cost in manner to deliver them as quick as possible. The budget of the project is crucial for the project delivery and its importance increases when it comes to the procurement project and hence, the owner must make the availability of the necessary funds and budget for the project.

The potential conflicts in relationships that the owner may have are firstly; between the owner and other key stakeholders of the project could have disagreement on different respective sectors. The project also suggests the involvement of the third parties in the improvement of the proposed project and it could be a matter of conflict between the partners, contractors, designers, and others.

2.2.2   Designers

The negotiating position of the designers will be to agree on the deployment of the recommended changes without any additional charges or at very low salary. They might agree to deliver the new portfolio for improving the efficiency of the introduced windows in the regardless of the first agreement that was made with the QH.

The potential conflicts in relationships that the designers may have are firstly; the owner and the designers might disagree on the proposal and recommendations being made and thus, the conflict could lead to pause for the project growth and development.

2.2.3   Contractors

The negotiating position of the contractors will be agreeing on organizations’ terms and conditions for the new project despite of the disagreement being identified in the previous agreement that was made before commencing the project. The third party involvement might lead to certain compromise in the different sectors of the contractors and negotiation position could arise for assuring that they work together and deliver the necessary project.

The potential conflicts in relationships that the contractors may have are firstly, the changes being recommended might be asking for the replacement of the entire system and hence, would cost high for the project. Secondly; the projected budget and the changes being recommended might not be feasible to each other and contractors can draw back from contributing in the project.

Project 4 Characteristics

Project 3: People and change

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 to agreeing on the recommended changes considering the confidence and loyalty on the system by the end users those are the staffs and employees of the QH. The negotiation must bring the satisfaction level of the consumers at the expected value.

The potential conflicts in relationships that the owner may have are firstly, relationship with the other stakeholders who are not agreeing with the procurement plan or does not want to implement the necessary changes those could bring positive output from the project.

2.3.2   Designers

The negotiating position of the designers will be the proposed changes and the acceptance of the users those were already introduced with the system that was not very smooth. the designer can have further intention of development of the new design through making the necessary maintenance, defect rectification, and discretionary improvement.

The potential conflicts in relationships that the designers may have are firstly, the designers may not be agreeing on the budget being proposed to them that is sufficient for meeting the needs and requirements of the users. The newly proposed maintenance and changes could be very vast that could lead top the transformation of the whole system and could possibly influence the working hours of the designers.

2.3.3   Contractors

The negotiating position of the contractors will be on the agreements and resources those will be required for the management and delivery of the project being introduced for the QH payroll procurement program. The third-party involvement and the already dissatisfied consumers will be the concerning points for the contractor and hence, the contractors can be disagreeing on the delivery of the specified resources and management of the project.

The potential conflicts in relationships that the contractors may have are firstly, they might not agree with the opinion and options introduced by the owner that can alternatively be a slowing pace for the project growth and development. Compromising the cost can be of worth high importance regarding the contractors and those might not agree on sacrificing that side of the cost.

2.4     Project 4: Funding

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

2.4.1   Owner

The negotiating position of the owner will be on the new agreements with the new funding personals or the organizations. They might take the cut from the profit or look for making some great business after supporting the QH. The budget is always crucial for the recommended changes and so, this is the section where QH owner can sacrifice some part of the financial output from the project and make sure that the recommended changes are successfully being introduced. As per the case study, the new sponsors will need to be associated in manner to manage the extended funds and hence, they might have new agreement not complying with the existing policies of the QH and so, negotiations will be required in this part of the project from the owner side.

Project 1 Negotiating Position and Conflicts in Relationships

The potential conflicts in relationships that the owner may have are firstly, agreement of the new policies and regulations by the new associated of the project.

2.4.2   Designers

The negotiating position of the designers will be agreeing on making the necessary changes with the new and less budget along with the delivery of the new design in less time. The time factor can lead to high burden for the designer however, it will be required for the refreshment of the project in association with the assurance that the project delivery meets the expected output and production.  

The potential conflicts in relationships that the designers may occur in between the project owner and the designer in the context of the new agreements and limitation of the time even after compromising the overall cost for the respective changes and maintenance. Further, it may impact the overall pace of the growth of the project.

2.4.3   Contractors

The negotiating position of the contractors will be on the involvement and association of the new governing bodies in the form of the sponsors. They might ask for the new additional resources with different price structure. The contractors might have to compromise with their profit by either minimizing it or eliminating it from the overall project delivery.

The potential conflicts in relationships that the contractors may have with the designer and the owner considering the availability of the resources in addition to the quality. Less time is always considerable for the human resources health, project quality and alternatively influence in the overall health of the project.

3.1     Project 1: Forward strategy for payroll system

For Project 1 the negotiating position recommended should be the integrative approach. This approach will be effective and helpful for the procurement plan in making much concise decision-making and better steps those could possibly influence the project growth and development. The other approaches are not suitable for this situation as it will be allowing the better path for the delivery of the project rather than focusing on the direct delivery approach that can meet the objectives and goals of the project. The strategies being offered by this approach includes “joint decision-making, cooperation, mutual gains, and encourages the problem solving” and thus, these are the genuine clarification on the adoption of the approach.

3.2     Project 2: Governance and decision-making

For Project 2 the negotiating position recommended should be structural approach. The next approach or smart goal of the project is to emphasize on making the best decisions those could possibly bring the project to a success. Considering the association of the new individuals and personals on the governing positions, this approach is being recommended for the current situation or condition. Negotiation theory can also be proposed as the specific part for the assurance that proper and effective communication is being made between them and the project has been targeted towards meeting the expected benefits and goals as those were supposed to be.

Project 2 Negotiating Position and Conflicts in Relationships

3.3     Project 3: People and change

For Project 3 the negotiating position recommended should be strategic approach. The new project will be mostly dependent on the different stakeholders associated with the project and hence, their responsibilities and roles will be considerable for the efficient and effective delivery and management of the newly modified project plan. The changes need to be communicated among the different stakeholders those are being introduced for the management and delivery of the project. The goal of the project is to introduce changes and thus, the contribution and agreement of all the stakeholders will be necessary for assuring that the project being introduced will meet the needs and project of the project.

Project 4: Funding

For Project 4 the negotiating position recommended should be strategic approach. Among rest of the approaches, this is the approach that focuses on the budget of the project and hence, this approach will be assuring the management and delivery of the required funding. The budget and financial help is the only factor for the successful and e3ffective delivery of the procurement project being introduced to the QH project.

Project 1: Forward strategy for payroll system

For Project 1 the negotiating method recommended should be integrative approach. The major emphasis of this approach is on the win-win potential through adopting the phase theories, process models and principled negotiations considering the negotiations being made on the approaches suggested for the improvement and development of the project delivery. It will be an helpful and efficient way of assuring that the project being introduced is being delivered in an effective and efficient way without altering or compromising the needs and requirements of the end users. It will also be promoting the better decision-making that can assure the positive gain on the project being suggested for the overall improvement and gain on the project

Project 2: Governance and decision-making

For Project 2 the negotiating method recommended should be concession exchange approach. It will be majorly focused on the concession making behaviour that can be alternatively and allocating the positions of the different stakeholders and assigning the better roles and responsibilities throughout the project. The negotiation in the governance will allow the flexibility in the project that will alternatively be contributing in promoting the project to be change accepting.

Project 3: People and change

For Project 3 the negotiating method recommended should be behavioural approach. The association with the new governing bodies and the stakeholders will have to trust each other. Trust building is always considerable in the negotiation factor and hence, every stakeholder should understand each other considering the management and delivery of the respective operational activities that can meet the expected objectives and goals of the project.

Project 4: Funding

For Project 4 the negotiating method recommended should be behavioural approach. Since the procurement plan will introduce various factors related to the changes in the existing system and the introduction of various new sectors and hence, the effective negotiation will be required on the funding phase of the project. This approach best suits the negotiation state for the respective sector in manner to make sure that the negotiation can be delivered at the high level and ultimate goal of the project met.

Project 1: Forward strategy for payroll system

The preferred form of procurement as an outcome from the negotiation process for Project 1 is D&C Design and construct, the third-party involvement has been proposed one of the forward strategies for the project delivery and hence, this approach will make sure that the necessary support and expected contribution is being gained from the project. Every stakeholder needs to consider the change acceptance criteria of the project in manner to make sure that the introduced changes support the expected benefits.

Project 2: Governance and decision-making

The preferred form of procurement as an outcome from the negotiation process for Project 2 is DBB Design Bid Build. This process best suits with the present condition in manner to make sure that the engagement of the stakeholders is effective and efficient in management and delivery of the project and meeting all the constraints of the project. The decision-making can also be boosted through the adoption of this process considering the management and delivery of all the required strategies related to the project delivery.

Project 3: People and change

The preferred form of procurement as an outcome from the negotiation process for Project 3 is MC Management Contracting. This process will be helpful and effective in managing the successful and efficient deployment of the required changes in the project along with the involvement of the respective stakeholders in the different sector of the project. The loyalty and contribution of each and every stakeholder will be required for the assurance of their acceptance on the changes and the new steps being introduced for the delivery of the project.

Project 4: Funding

The preferred form of procurement as an outcome from the negotiation process for Project 4 is Cost-Plus Cost reimbursement. This process best suit as per the arrangement being made for the availability of necessary funding of the project in addition to the involvement of new funding bodies those will be financially supporting the overall growth and development of the project.

Cite This Work

To export a reference to this article please select a referencing stye below:

My Assignment Help. (2021). Projects Negotiation And Conflict Essay.. Retrieved from https://myassignmenthelp.com/free-samples/ppmp20011-contract-and-procurement-management/diamond-perspective.html.

My Assignment Help (2021) Projects Negotiation And Conflict Essay. [Online]. Available from: https://myassignmenthelp.com/free-samples/ppmp20011-contract-and-procurement-management/diamond-perspective.html
[Accessed 29 March 2024].

My Assignment Help. 'Projects Negotiation And Conflict Essay.' (My Assignment Help, 2021) <https://myassignmenthelp.com/free-samples/ppmp20011-contract-and-procurement-management/diamond-perspective.html> accessed 29 March 2024.

My Assignment Help. Projects Negotiation And Conflict Essay. [Internet]. My Assignment Help. 2021 [cited 29 March 2024]. Available from: https://myassignmenthelp.com/free-samples/ppmp20011-contract-and-procurement-management/diamond-perspective.html.

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