PPMP20011 Projects Negotiation And Conflict Report

PPMP20011 Projects Negotiation And Conflict Report

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PPMP20011 Projects Negotiation And Conflict Report

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PPMP20011 Projects Negotiation And Conflict Report

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Course Code: PPMP20011
University: Central Queensland University

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Country: Australia

Questions:
1. Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset lifecycles.
 
2. Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships and communication with key stakeholders.
Answer:
Forward strategy for payroll system
The project characteristics of project 1 are based on the perspective of Turner and Cochrane Four Quadrant.
The justifications for these characteristics are that this perspective is beneficial in development as well as in aligning products. It is found that with the help of this perspective, positive implication is generally created on the payroll system and therefore it helps in deploying number of operational activities. Additionally, that inclusion of the entire analysis that is taken on the various product is basically helps in the development of number of business related operations.
Project 2: Governance and decision-making
The project characteristics of project 2 are dependent on the perspective of organizational learning process.
The justifications for these characteristics are that this perspective is mainly needed by the   staffs who are associated with the project for working together so that all the objectives of the project can be achieved. Moreover, it is identified that this perspective is used for making proper decisions for the project so that the project can be governed properly in order to achieve positive result.
Project 3: People and change
The project characteristics of project 3 are based on the perspective of project identity.
The justifications for these characteristics are that this perspective is found to be one of the most suitable strategy that helps in making number of organizational changes. It is found that this perspective is   associated with both culture and people of the organization as this perspective is used in understanding the culture of the stakeholders who mainly engages in developing the payroll system for the Queensland organization.
Project 4: Funding 
The project characteristics of project 4 are based on the perspective of complex product service.
The justifications for these characteristics are that this perspective is found to be useful in context to funding. It assists in determining the project value with various types of intangible requirements of the project. It is identified that this perspective is quite helpful in providing appropriate idea about project funding.  
The Participants  
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.
Owner
The negotiating position of the owner will be high in the organization of Queensland as the owners have power of either proceeding with the project or refusing it after analyzing the benefit.
The potential conflicts in relationships that the owner may have are mainly because they are not able to meet the requirements and expectations of the customers. If the decision of the project owner does not satisfy the requirements of stakeholders then the chances of conflict will be quite high.
Designers
The negotiating position of the designers will be high as the design which is created by the design for the Payroll system of the Queensland Health organization generally helps in playing a vital for successfully executing the project.
The potential conflicts in relationships that the designers may have are mainly because of the problems that occur due to improper design, inappropriate understanding about the need of the organization, inappropriate design feasibility and more.
Contractors
The negotiating position of the contractors will be low as the contractors are the persons who do not involve in the process of decision making.
The potential conflicts in relationships that the contractors may have are mainly due  to the issues which occurs due to inappropriate delivery of project or due to quality related issues. It is found that as the contractor of the project are able to deliver the entire project within the expected budget and time then it can cause number of conflicts.
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 negotiating position of the owner will be high the owner of the project are the individuals who generally take appropriate decisions for making the entire project successful. Moreover, it is found that they generally hold high project governance power.
The potential conflicts in relationships that the owner may have are mainly because of rejecting or overlooking on some of the decisions that are needed to me made. If the standards which are associated with project management gets violated with the help of the organization then it generally can create situation where the potential relationship can generally occur.
Designers
The negotiating position of the contractors will be low as the designers are the persons who mainly engages in creating project design as well as requirement so that the organizational goals and objectives can be achieved.
The potential conflicts in relationships that the designers may have are mainly because of the acceptability of different types of design that is mainly created for the project. It is found that unacceptability of the design generally occurs when the designers does not have proper capability of fulfilling the requirements as well as needs of the project with the help of the design that is generally developed.
Contractors
The negotiating position of the designers will be low as the contractors does not engage in the process of decision making however their main responsibility is to complete the project properly.
The potential conflicts in relationships that the contractors may have are mainly due to the variations that are needed in the organization due to the obligations that are associated with the organizational process.
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
The negotiating position of the owner will be high as they are the persons who generally align the stakeholders towards the project work so that the project can be successfully finished within the expected time and budget.
The potential conflicts in relationships that the owner may have are mainly because of the conflict that the project stakeholders faces while aligning with the project successfully in a short period of time.
Designers
The negotiating position of the designers will be low as the designers are the persons who are mainly responsible of involving within the design process rather focusing on the change management strategies.
The potential conflicts in relationships that the designers may have are because of the changes that is done in the design of the project. It is found that the chances of conflict is high if the designers are not able to create the entire design properly within the expected budget and time.
Contractors
The negotiating position of the contractors will be medium as the amount which is given to the contractor for finishing the work generally affects the project work.
The potential conflicts in relationships that the contractors may have are mainly due to the issues that are linked with payment and quality. It is found that if proper communication method is not utilized then the project contractor cannot be able to get information about the payroll system project.
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 high as the owner of the project is the person who is mainly responsible of approving the fund that is needed for the project.
The potential conflicts in relationships that the owner may have are due to improper use of funds. It is identified that if the project managers are not experienced then they are unable to finish the work of the project within the expected budget. It is identified that increase in budget of the project can generate challenges.
Designers
The negotiating position of the designers will be low as the project designers are the persons who get engage in designing the project as they are not involved within the procedure of decision making.
The potential conflicts in relationships that the designers may have are mainly due to the problem payment issue. If proper payment is not paid to the designer then the chances of conflict occurrence is quite high.
Contractors
The negotiating position of the contractors will be medium as the payment related challenges and issues with the project contractor helps in affecting the project quality.
The potential conflicts in relationships that the contractors may have are mainly associated with quality issue. If the project contractors are unable to give quality solutions then the chances of potential conflict is quite high.
The Negotiation Interaction Process 
Project 1: Forward strategy for payroll system
For Project 1 the negotiating position recommended should be considered as a behavioural approach as it helps in mitigating the challenges that are associated with the project. It also helps in resolving the challenges that occur during the development of proper value of the project. It is quite necessary to implement proper communication strategies so that appropriate decision related with the project can be made.
Project 2: Governance and decision-making
For Project 2 the negotiating position recommended should be based on the structural approach for making proper decisions that is mainly related with the project. It is found that this approach is quite helpful in governing the project properly for finishing the entire project within the expected budget and time.
Project 3: People and change 
For Project 3 the negotiating position recommended should be mainly based on the approach of concessional exchange that focuses on behaviours which are mainly linked with the communication. It also helps in elaborating the appointment of the stakeholder including the changes with the help of management for supporting the business process related changes.
Project 4: Funding 
For Project 4 the negotiating position recommended should be based on the integrative approach that reflects that this approach generally focuses helps in resolving the challenges and issues so that proper value for the project can be created so that funding associated decision can be generally made.  
The Negotiation Methods  
Project 1: Forward strategy for payroll system
For Project 1 the negotiating method recommended should be mainly based on the integrative approach that mainly comprises of appropriate trade off optimization, appropriate expectation, proper idea about number of items that are generally needed by the stakeholders for completing the entire project within the predictable budget and time.
Project 2: Governance and decision-making
For Project 2 the negotiating method recommended should be based on the approach of integrative. It is generally found as the strategy of negotiation which generally collaborates for developing strategy that further helps in resolving disputes.
Project 3: People and change 
For Project 3 the negotiating method recommended should be based on the approach of concessional exchange. It mainly comprises of honesty of the project members for finishing the project. Additionally, it also helps in reflecting on number of concessional behaviour with appropriate procedures of negotiations.
Project 4: Funding 
For Project 4 the negotiating method recommended should be based on integrative. It mainly helps in mitigating lot of challenges which are mainly associated with the project in order to develop proper value such that the payroll can be implemented successfully in order to create proper strategy of communication with the help of various team members.  
The Outcome 
Project 1: Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation process for Project 1 generally focussed on the payroll integration of the payroll system. It mainly reflects on the delivery of number of procurement arrangement for emphasizing appropriate planning of the project.
Project 2: Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process for Project 2 is mainly focusses on the integration of project team members integrated or highlighting co-ordination and collaboration. It is found that proper partnership related strategy is required for governing as well as for making decisions.
Project 3: People and change 
The preferred form of procurement as an outcome from the negotiation process for Project 3 mainly reflects on integrated team members of the project that generally highlights on collaboration and coordination within the entire project.
Project 4: Funding 
The preferred form of procurement as an outcome from the negotiation process for Project 4 mainly reflects on the integrated design and delivery procurement. It is quite essential for integrating SCM for managing and designing the methodologies of project management.    
Bibliography
Abbasi, B.A., Gul, A. and Senin, A.A., 2017. Negotiation Styles: A Comparative Study of Pakistani and Chinese Officials Working in Neelum–Jhelum Hydroelectric Project (NJHEP). Journal of Creating Value, p.2394964316684239.
Alonso, E., 2016. Conflict, opacity and mistrust in the digital management of professional translation projects. Translation & Interpreting, 8(1), pp.19-29.
Beriker, N., Allen, S., Larson, M.J. and Wagner, L., 2018. Innovations in Doing Conflict Research: The Legacy of Daniel Druckman. Negotiation and Conflict Management Research, 11(1), pp.72-87.
Bourdeaux, M., Kerry, V., Haggenmiller, C. and Nickel, K., 2015. A cross-case comparative analysis of international security forces’ impacts on health systems in conflict-affected and fragile states. Conflict and health, 9(1), p.14.
Elfenbein, H.A., 2015. Individual differences in negotiation: A nearly abandoned pursuit revived. Current Directions in Psychological Science, 24(2), pp.131-136.
Elliott, M.L. and Kaufman, S., 2016. Enhancing Environmental Quality and Sustainability through Negotiation and Conflict Management: Research into Systems, Dynamics, and Practices. Negotiation and Conflict Management Research, 9(3), pp.199-219.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.
Kerzner, H. and Saladis, F.P., 2017. Project management workbook and PMP/CAPM exam study guide. John Wiley & Sons.
 Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2017. Project Management Methodologies. Project Management Case Studies, pp.1-27.
Lee, D., Huh, Y. and Reigeluth, C.M., 2015. Collaboration, intragroup conflict, and social skills in project-based learning. Instructional Science, 43(5), pp.561-590.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement arrangements. Project Management Institute.
Mahmoud, M.A., Ahmad, M.S., Yusoff, M.Z.M. and Idrus, A., 2015. Automated multi-agent negotiation framework for the construction domain. In Distributed Computing and Artificial Intelligence, 12th International Conference (pp. 203-210). Springer, Cham.
Moore, C.W., 2014. The mediation process: Practical strategies for resolving conflict. John Wiley & Sons.
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