Task Description
Assignment Overview
This assessment item requires you to consider:-
- the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages,contract entitlements, and arbitration;
- And the project management tools that help avoid or provide conflict resolution via negotiated solutions.
...you must then develop all the required documentation for a selected case study. The case study and associated template will be supplied on the Moodle web site.
Task
Your task is to consider the overview above and complete your strategic approach using the template that will be supplied during the unit.
You will be graded upon how well your documentation has been completed and reflects the needs of the case study.
Purpose
The primary purpose of this assessment item 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.
Structure
Your submission should be made using the supplied templates. You should complete all of the required parts in as complete manner as you deem appropriate. The instruction boxes in the templates that state they should be deleted must be deleted.2 THE PROJECTS
2.1 Project 1: Forward strategy for payroll system
The project characteristics of project 1 are as follow;
As a need, identify report and communicate with employees the future payroll working and administration conveyance models to be utilized by QH. These need to consider the effect of the shift to the Hospital Boards show.
The justifications for these characteristics are as follows;
Speed up endorsement to actualize the adjustment in pay date and initiate procedures to execute the adjustment in pay date;
Take proactive measures to additionally diminish the level of retrospectivity incorporated with current QH payroll forms by actualizing a change program to fundamentally decrease the window for lodging authentic payroll reports.
2.2 Project 2: Governance and decision-making
The project characteristics of project 2 are as below;
Settle on key choices to execute the go-ahead technique that support the six key change projects concentrated on changes to current business methodologies and system design. The point of these change activities will be to acknowledge upgrades in payroll execution including exactness, time schedule, diminishments in manual information section and retrospectivity.
The justifications for these characteristics are as follows;
Boost the available "windows" for system upgrade or fix by building up a 'forward arrangement' for system improvements and changes that would then be able to be overseen by the RMG
2.3 Project 3: People and change
The project characteristics of project 3 are as below;
Communicating the way forward as far as the service delivery model and operating model.
The justifications for these characteristics are as follows;
Guarantee that any progressions to business methodologies or system engineering which affect on employees are bolstered through a far reaching change management and interchanges move toward that consider the prospective effect on top level employees of the progress exercises.
Concede any huge disturbance or organizational changes to payroll capacities (counting QSS) until there is more noteworthy solidness in the payroll system and execution enhancements have been illustrated.
2.4 Project 4: Funding
The project characteristics of project 4 are as below;
"BAU" operating expense to express the support fundamentals connected with the generation of the QH payroll in every gap;
System performance and imperfection rectification;
System improvement; and
"Optional" change projects
The justifications for these characteristics are as follows;
While allowing for the business cases for specific differ tasks and actions in link to QH payroll, it is essential that enough concentration is known to measuring the substantial rewards to be selected up from every movements so this can be measured with regards to the high costs integrated and the costs acquired to time.
3 THE PARTICIPANTS
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 Owner
The negotiating position of the owner will be major participant in a construction project.
The potential conflicts in relationships that the owner may have are particularly and separately with the provisional worker and the designer. There are formal legally required connections between the owner and the provisional worker and additionally between the owner and the system designer.
3.1.2 Designers
The negotiating position of the designers will be collaborative beyond those are to administer the owner-contractor contract, functioning as the owner's agent.
The potential conflicts in relationships that the designers may not have any formal contract exist between the A/E and the contractual worker. Nonetheless, in spite of the absence of agreement, a casual relationship of correspondence exists between the An/E and the contractual worker.
3.1.3 Contractors
The negotiating position of the contractors will be played very little or no part in the design phase.
The potential conflicts in relationships that the contractors may have are as part of project work like he/she facilitates and manages works of the subcontractors who really attempt the greater part of the development.
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 Owner
The negotiating position of the owner will be applied for innovative methodologies and strategies for decision making of project.
The potential conflicts in relationships that the owner may have specifically and independently with the temporary worker and the designer
3.2.2 Designers
The negotiating position of the designers will be functional and constructional function within one contractual team
The potential conflicts in relationships that the designers may have are just as another subcontractor to the prime.
3.2.3 Contractors
The negotiating position of the contractors will be made decisions to complete the projects, the contractor's negotiation status shows in this project.
The potential conflicts in relationships that the contractors may have are facing lack of consensus from employees who have potential conflicts in relation to contractors.
3.3 Project 3: People and change
For Project 3 the negotiating position and conflicts in relationships of the participants of this project are described below.
3.3.1 Owner
The negotiating position of the owner will be as like when the project's workers are not set to accept the latest system and the new environment in the project, it shows the status of the owner's negotiation.
The potential conflicts in relationships that the owner may have are likely staff begin disregarding the owner and they think the owner is narrow minded; he/she can possibly take legitimate choices.
3.3.2 Designers
The negotiating position of the designers will be applied when every members of project are not ready for change.
The potential conflicts in relationships that the designers may have are problems of communication and co-ordination between system designers and top management.
3.3.3 Contractors
The negotiating position of the contractors will be applied when whole project is made with contractual base with the contractors.
The potential conflicts in relationships that the contractors may have are functional or contractual basis.
3.4 Project 4: Funding
For Project 4 the negotiating position and conflicts in relationships of the participants of this project are described below.
3.4.1 Owner
The negotiating position of the owner will be on whole budget of project work.
The potential conflicts in relationships that the owner may have are with the all stakeholders of the project.
3.4.2 Designers
The negotiating position of the designers will be designed or made whole project design with given budget.
The potential conflicts in relationships that the designers may have are with the project manager, owner and other organisational staff.
3.4.3 Contractors
The negotiating position of the contractors will be contractual as complete that contract within the given budget.
The potential conflicts in relationships that the contractors may have are with the designer, project manager and owner. Also, they have to make contractual relations with the stakeholders.
4 THE NEGOTIATION INTERACTION PROCESS
4.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be a structural approach.
The results of positional dealing are occasionally so extraordinary. In any case, negotiators ought to know that a visually impaired connection to "winning" everything you can from a negotiation paying little heed to the subsequent fulfilment of different groups, can be a poor long haul system in the event that it implies that the opposite side will free its will, or capacity to keep up its side of the arranged understanding.
4.2 Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be a behavioural approach;
The behavioural approach gets from mental and trial customs yet in addition from hundreds of years old political arrangements. These customs share the point of view that arrangements - whether between countries, bosses and unions, or neighbours are at last about the people included. Where diversion hypothesis depends on the supposition that players to an arrangement "amusement" are featureless, consistently discerning, pay-off augmenting substances, the behavioural approach features human propensities, feelings and aptitudes. They may stress the pretended by "expressions" of influence, states of mind, put stock in, discernment (or misperception), singular inspiration and identity in arranged results. Different scientists from the behavioural school have underscored factors, for example, connections, culture, standards, aptitude, mentalities, desires and trust.
4.3 Project 3: People and change
For Project 3 the negotiating position recommended should be as integrative approach;
The integrative approach to deal with arrangements has establishes in universal relations, political hypothesis, look into on work question and social basic leadership. In 1965, taking a gander at work transactions, Richard Walton and Robert McKersie distributed a hypothetical system for understanding the transaction procedure, which they additionally connected to trades in universal relations and to disagreements about social liberties. They portrayed integrative bartering as haggling in which mediators utilize critical thinking conduct (Walton and McKersie, 1965).
4.4 Project 4: Funding
For Project 4 the negotiating position recommended should be as follows;
The risk innate in this approach is that members occupied with concession-exchanging may miss chances to discover new, commonly helpful answers for their mutual difficulty and wind up rather in a simply backward process which leaves the two sides with less picks up than they could have had on the off chance that they had sought after a more innovative approach [for more points of interest, allude to segment on Integrative Bargaining]
5 THE NEGOTIATION METHODS
5.1 Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be as follows;
This relates to negotiations by and large. In any case, it ought to be noticed that in a few occurrences an undependable member may go into an arrangement not to achieve an understanding but rather with a specific end goal to fulfil some other intention, for example, purchasing time (slowing down) or maybe to increase some political preferred standpoint by temperance of supposedly entering into the way toward arranging (paying little heed to the member's genuine sense of duty regarding seeing the transactions succeed). Indeed, even in such cases, however, arrangements may now and then be made as an outcome of the progression that transactions present.
5.2 Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be distributive as follows;
Governance and decision making are identified with the power and positions. Auxiliary approach can enhances the basic leadership process. The arrangement strategy incorporates the position of governance and Means/utilize energy of decision making which prompts legitimize purpose for choosing the distributive technique. Underneath figure demonstrates the pictorial perspective of procedure of Governance and decision making technique.
5.3 Project 3: People and change
For Project 3 the negotiating method recommended should be as per below;
The better the relationship, the more planned exertion each side will get from the other; the more data can be shared successfully, and the higher the prospects for interfacing at a win strategy. To help make affiliations, Fisher and Ury underwrite considering the utilization of methods that can cause go betweens to twist up observably more acquainted with the other party. This may solidify discovering approaches to manage meet tranquilly, arriving sooner than required to talk or remaining on after formal blueprints end [see negative emotions]. Referees ought to in like way stay mindful of basic frameworks and examinations that assistance centre individual to feel correspondingly as they can climb out of the trade with sentiment pride, and the significant supposition of others. This may mean making sense of how to ensure that neither one of the get-togethers is compelled to free face or show up truly traded off as a result of encouraging obliged the other get-together's requesting. Hiding any knowledge of frustration face can be the best way to deal with trades that have achieved a stalemate or to conditions where blueprints have not begun. It might fuse offering signals that give an enemy an approach to manage legitimize an adjustment in their own particular position, maybe before an intrigued voting open.
5.4 Project 4: Funding
For Project 4 the negotiating method recommended should be as distributive as follows;
In this project the transaction technique is influenced by a few elements like esteem, distinctive choices, process requires interests of partners, stream of data and so on so. Most appropriate arrangement technique is coordinating methodology. Shared comprehension between parties is vital which should be possible by legitimate correspondence and passing right status and data about project. For accomplish this negotiation transaction strategy is suggested for this project 4.
6 THE OUTCOME
6.1 Project 1: Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation process for Project 1 is Design and Construct (D&C) under the obtainment move toward Integrated Design and Delivery Procurement Arrangements-Emphasizing Planning and Control. The IT sector of Queensland Health suggested actualizing of new form of programming to determine the issues with existing payroll system. The plan (concentrate on outline of fresh system) and build (concentrate on delivery) move toward oversees inventory network along these lines; Queensland Health be able to relate new enhanced payroll system effectively.
6.2 Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process for Project 2 is joining forces methods of insight underneath the obtainment move towards concentrate on Integrated Project Teams-Emphasizing Collaboration and Coordination. This approach serves to association (Queensland Health) to determine their problems with respect to the decision making and recognize distinctive courses for development in decision making process.
6.3 Project 3: People and change
The preferred form of procurement as an outcome from the negotiation process for Project 3 is consortia of Joint Venture (JV) temporary workers under the acquirement move toward included Design and Delivery Procurement Arrangements-Emphasizing Planning and Control. In this project it is vital for association to assemble confide in worker. Along these lines, they can divide their inclination about latest system. This approach makes constructive condition with the general population which manufactures expectations toward identified latest system.
6.4 Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process for Project 4 is the Build-Own-Operate-Transfer (BOOT) under the emphasis on Integrated Design and Delivery Procurement Arrangements. By applying this approach, association can enhance their administration system of project. System design, Delivery, fund administration and operation of project can be manage easily.
Assessment Criteria
Your assignment will be assessed on the extent and quality to which it meets each of the following criteria.
- Complete documentation is supplied?
- The proposals for mitigating the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration is an accurate reflection of the requirements outlined in the case study?
- The project management tools proposed to help avoid or provide conflict resolution via negotiated solutions is an accurate reflection of the requirements outlined in the case study?
- Appropriate and well structured, concise and clear expression of project management requirements in response to the assessment task?
- Clarity of expression, grammar and spelling?
Attachment:- Projects Claims and Damages Report - Template.rar