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Project Notification Form
Projects Negotiation and Conflict Report
Name of Project
PPMP20011 Projects Negotiation and Conflict Report
1 Program Information
Program Name: Queensland Health Payroll Program
Date: Date of the cu
ent Projects Negotiation and Conflict Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report
2 The Projects
The project includes the number of processes that are included along with their different phases such as strategy for payroll system, governance and decision making, people along with funding.
2.1 Project 1: Forward strategy for payroll system
The project characteristics of Project 1 are:
a) Implementing SAP interface in the payroll system
) Shortening the payroll system for better decision-making
c) Presenting a clear image of the project to the associates
d) Replacement of the existing IBM built system
Justification for the characteristics:
a) Implementing SAP interface
As per the view of Druckman (2017), implementing SAP interface can help in the seamless integration of the system and also help in streamlining it thereby ensuring the formation of an efficient strategy. The Diamond perspective can be used to
ing about this change. It has four dimensions, novelty, technology, complexity and pace. This approach facilitates measurement of the payroll operations, assembling the complexities and quick reconfiguration of existing parts (Hopkins and Yonker, 2015). It also separates the allowances in operations to reduce mistakes in implementation by synergizing the interactions between the project management team and supply chain.
) Shortening the payroll system
This also helps in integrating the payroll with other systems. It also allows easy identification of the key issues and helps in making appropriate amendments through greater consideration of diverse perspectives. Furthermore, during the software development process, it can be ensured that the software caters to all areas of the business process.
c) Representing a clear image to associates
This helps in communication between all relevant parties and establishing the identity of the project (Zhao et al. 2017). Since the present system is highly convoluted, this will help in making the process of procurement of the project concise.
d) Replacing the $1.2 billion IBM system
Replacing the existing system with a new LATTICE payroll system would ensure that most of the gaps in accountability can be addressed. Systematic identification of associated risks and taking measures to ensure that troubled implementations are halted early can help in making the project e
or free in the long term. For instance, including ministerial sign-offs before the completion of high risk projects can ensure that government norms are met and that the assessment and resolution procedures are transparent.
2.2 Project 2: Governance and decision-making
The project characteristics of Project 2 are:
a) Technological advancement
) Greater coordination in governance
Justification for the characteristics:
a) Technological advancement
It can greatly reduce the e
ors that have been made previously due to human involvement and consequent malpractices. It can also help in better record keeping and better tracking of data due to the massive number of people who come under the purview of the project. Additionally, Turner and Cochrane’s four-quadrant perspective can be used for this which involves the design certainty, tactical process, scope uncertainty and general appetite of the project.
) Greater coordination in governance
This can be
ought about by the coming together of different groups and teams to ensure that the common goal can be achieved. It can also result in greater motivation in the enforcers and ensure more certainty in the tactical process and strategizing process. Furthermore, good governance ensures greater transparency in the entire process and general compliance with industry standards (Narendhar and Anuradha, 2017).
2.3 Project 3: People and change
The project characteristics of Project 3 are:
a) Better application of organizational learning
) Application of best practice systems
Justification for the characteristics:
a) Organizational learning
As per the view of Prenzel and Vanclay (2014), efficient use of the available human capital is essential for the success of any project. In the given scenario, enforcers can apply their knowledge and expertise to ensure coherence in the implementation of the payroll process through the organizational learning perspective.
) Best practice methods
Applying best practice methods in any project is critical to ensure that there are no malpractices or chances of co
uption. In this context, operational transparency has to be maintained throughout and people have to be flexible and adopt change wherever necessary.
2.4 Project 4: Funding
The project characteristics of Project 4 are:
a) Identification of the scope and vision of the project
) Effective communication of information to all stakeholders
Justification for the characteristics:
a) Scope and vision of project
As observed by Wallensteen (2018), the vision of the project can be realised and reinforced using the identity perspective. This can help in a more sequential approach towards sponsoring different activities and help achieve goals more easily.
) Communication of information
Regular dialogue with stakeholders ensures clarity about the objectives of the project. Research respondents can therefore state the purpose of the project in front of stakeholders for their active participation.
3 The Participants
The participants in the different projects are the various stakeholders who are involved in the various processes pertaining to the efficient implementation of the Queensland Health payroll program.
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 Owne
The negotiating position of the owner such as shareholders, loan providers and others like Queensland Health, Queensland Health Enterprise Solutions Transition (QHEST) project team and Queensland Health Implementation of Continuity (QHIC) project team will be that they are responsible for meeting the base requirement of protecting relevant information through trust and efficiency. They should also encourage existing staff to take ownership of their work and ensure their timely payment.
Potential conflicts may be:
a) Trust issues with the executive staff due to primitive work methods and conflict of interest.
) Consequent loss of responsiveness due to continued distance with the executive staff and clash of ideas.
3.1.2 Designers
The negotiating position of the designers will be that they are responsible for overseeing the service contracts as well as the payroll service provider negotiation. Through these tasks, they should understand the various types of requirements under the payroll strategy due to the 130 existing manual systems and double handling of pay forms. In the viewpoint of Peña-Mora and Tamaki (2001), ensuring efficient payroll solutions can be achieved through the implementation of the Human Resources Management Information System (HRMIS) code.
Potential conflicts may be:
a) Improper alignment of work to appropriate staff.
) Untimely dispensation of paychecks for service providers and executive staff.
3.1.3 Contractors
The negotiating position of the contractor should align with the vision of the project in a way that ensures consistency in the system (Sullivan et al. 2016). In this context, the prime contractor, CorpTech, should be made responsible for clearly stating their plans for adjusting to the objectives of the new payroll system. They are also responsible for the quality of resources, scheduling of essential tasks and making informed decisions about the scope of the project at various stages.
Potential conflicts may be:
a) Functional issues with the implementation of the plan.
) Making the contractor understand the basic requirements of the project and aligning their views with the views of the owner and designer. It also includes scope, schedule and quality of the contractors that helps in the overall project.
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 Owne
The negotiating position of the owner will be that they are responsible for making...