Commercial Project Negotiation Facing the Payroll System - Sample

Question: Discuss about the Commercial Project Negotiation for Facing the Payroll System. Answer: Introduction The health department of Queensland has been facing the payroll system failure has been a larger phenomenon that not only impacted the large number of Queensland employees, doctors as well as managers but has caused a considerable effect on the Australian Government (Thite and Sandhu 2014). However, the project negotiation report has to be made under the Pea-Mora and Tamak model. Program Information Program Name: Queensland University Health Payroll Program Date: Payroll Portfolio Governance and Projects Project Ownership: Commercial Project Negotiation Prepared by: Queensland University Distribution List: Queensland University Health, Queensland University Health and Queensland Payroll Department Projects The projects that had been carried out to study the payroll structure in the Queensland Health department. Project 1: Forward strategy for payroll system According to this project, payroll system is conceptualized on Turner and Cochrane Four-Quadrant Perspective because it keeps in mind the system based projects as well as well-defined methodology that can lead to phased process. Project 2: Governance and decision-making According to this project, governance is based on Complex Product-Services Perspective because of variety of governance, rules and stockholders. Project 3: People and change The people and change is a project that needs to be formulated based on the Organizational Learning Process Perspective because people work together and to takes actions using best practices that could be carried out in human view. Project 4: Funding The funding is one concept that can be performed by the Product Life Cycle Theory in which a Recursive Perspective is identified. This perspective is taken as testing the opportunities by delivering the idea to the clients Participants Projects Owners Designers Contractors Project 1: Forward strategy for payroll system The owners should meet the basic idea of protecting information through trust. Potential conflicts- Trust issues and loss of responsiveness The services contracts and payroll service provider negotiation. Potential conflicts Paychecks as well as compensation for the work performed The negotiation should align a mid-route for establishing consistency in the system (Coombs 2014). Potential conflicts Functional and dysfunctional conflicts Project 2: Governance and decision-making The decision making rights. Potential conflicts- loss of responsiveness. Consistent behavioral attitude. Potential conflicts Behavioral nature like language, etiquettes. The negotiation based on human relation consistency in the system. Potential conflicts Functional and dysfunctional conflicts. Project 3: People and change Protecting information through trust and human relations. Potential conflicts- Personality, emotion, trust issues and loss of responsiveness. The services contracts and payroll service provider negotiation. Potential conflicts Communication and Interpersonal Relationships (Pruitt 2013). Behavioral nature. Potential conflicts Communication and Interpersonal Relationships. Project 4: Funding The owners should meet the basic idea of trust and communication. Potential conflicts- less faith and inconsistency in business. The services contracts and payroll service provider negotiation. Potential conflicts Communication. To maintain consistency in the system. Potential conflicts Structure ambiguity. Negotiation Interaction Process Projects Negotiation Interaction Process Project 1: Forward strategy for payroll system The negotiating position that needs to be associated with the process is the finalizing the deal so that other projects get an idea of future interaction (Pruitt 2013) Project 2: Governance and decision-making This involves the opening session of the negotiation process where the decision making of ICT technologies act as a base for the formulation of the project forcing a speedy compromise. Project 3: People and change The preparation is something that the people need to adopt in the Queensland Payroll system with the attitude and behaviour of the change occurring in the present scenario with less procurements of the ceiling costs. Project 4: Funding This involves bargaining where the two parties can initiate the demands to a compromise situation based on the interaction between the government and Queensland Health payroll system. Negotiation Methods Projects Negotiation Methods used in the projects Project 1: Forward strategy for payroll system The process of integration can familiarize with the situation based on the complexities and addition of smaller departments so that a functional system for delivery can be accounted (Eden and Sedera 2014). Project 2: Governance and decision-making The governance needs integration to collaborate with the policy issues and implementation process for Information Systems. Project 3: People and change It integration with organizational learning and knowledge systems that improves the evaluation and understanding of the external and the internal environments for the associations in the social construct and cognitive systems (Holsapple 2013). Project 4: Funding The life cycle phases includes incremental funding that adds as well as involves integrative approach to the achieve relevance in gaining project support. The combination will be possible with scheduling and configuration management of funds (Kerzner 2013) Outcome Projects Outcomes of the Projects Project 1: Forward strategy for payroll system The system delivery can be projected through 2A Design and Construct (D C) as it will help in analysing the closer corporation and collaboration with the delivery teams while reducing cost of potential contractual administration negotiation with potential disputes (Walker and Lloyd-Walker 2015). Project 2: Governance and decision-making The decision making exercise with governance can be possible through the method 3B- 2 Integrated Project Delivery (IPD) in Integrated Solutions so that volume of work can be impacted on project outcome associated with best of project begaviours. Project 3: People and change 3 A Partnering can be performed through range of partnership using strong relationship building skills with leadership skills among project managers to solve disputes using resolution methods, incentives, culture of openness and transparency. Project 4: Funding The methods that can be applied here is the 2-E BOOT family procurement procedures such that funding will be provided by private sector on capital projects for public benefit (Walker and Lloyd-Walker 2015). References Coombs, W.T., 2014. Ongoing crisis communication: Planning, managing, and responding. Sage Publications.Eden, R. and Sedera, D., 2014. The largest admitted IT project failure in the Southern Hemisphere: A teaching case. In Proceedings of the 35th International Conference on Information Systems: Building a Better World Through Information Systems. AISeL.Holsapple, C. ed., 2013. Handbook on knowledge management 1: Knowledge matters (Vol. 1). Springer Science Business Media.Kerzner, H.R., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons.Pruitt, D.G., 2013. Negotiation behavior. Academic Press.Walker, D.H. and Lloyd-Walker, B.M., 2015. Collaborative project procurement arrangements.