Reference no: EM131450046

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

The Projects.
QLD Health implemented a payroll system in 2010. The history and impact of this system has been reported in documents uploaded to Week 6 in the Moodle web site:
- Case Study Files for Practical Assessments - QLD Health Payroll:
o 2012-05-31 KPMG QLD Health Payroll Implementation Review.pdf
o 2012-11-01 Secret Cabinet documents emerge - Courier Mail.pdf
o 2013-07-31 Queensland Health Payroll System Commission of Inquiry Report.pdf
o 2014-01-23 Grosser M 2014 Legal lessons - Government News.pdf
o 2014-12-14 Eden Sedera 2013 The Largest Admitted IT Project Failure in the Southern Hemisphere.pdf
In the KPMG (2012) QLD Health Payroll Implementation Review there are a number of recommendations and next steps made (p. 36-38):
1. Forward strategy for payroll system;
2. Governance and decision-making;
3. People and change;
4. Funding;
Each of the recommendations can be thought of as a project.
In chapter 2 of the PMI Published Research: Theory and Practice - the book Collaborative Project Procurement Arrangements (2015) by Derek H. T. Walker and Beverly M. Lloyd Walker, the authors present a number of project characteristics:
- The Shenhar et al. Diamond Perspective: NCTP (p. 7);
- The Turner and Cochrane Four-quadrant Perspective (p. 9);
- Projects from an Organizational Learning Process Perspective (p. 9);
- Projects from an Identity Perspective (p. 10);
- Projects from a Complex Product-Services Perspective (p. 12);
Based on the information from the KPMG Review and other Case Study files on the Moodle Web site please identify and justify which of the above project characteristics per Walker & Walker (2015) can be applied to the each of the four projects.
Delete this guidance box when you have finished with the contents.

The Participants.
Peña-Mora and Tamaki (2001) state (p. 107-108) that:
- project participants' roles, responsibilities, and relationships are used to identify their interests, positions, and attitudes;
- ...and the potential conflicts in those relationships.

For each of the four projects; identify the possible negotiating position of the project participants, and potential conflicts in relationships that may exist.

The identification of the three participants has been taken from Peña-Mora and Tamaki (2001), namely Owner, Designers, Contractors. However, you can substitute names that you think are more practical from the Case Study concerning QLD Health Payroll files on the Moodle web site.

The Negotiation Interaction Process.
Alfredson & Cungu (2008) in their paper Negotiation Theory and Practice identify that there are a number of schools of thought regarding the approaches in negotiation (p. 9-18):
- a structural approach;
- a strategic approach;
- a behavioural approach;
- a concessional exchange approach;
- ...and an integrative approach.

For each of the four projects; identify the negotiating position you would recommend, and the justification for that negotiating position.

The Negotiation Methods.
Alfredson & Cungu (2008) in their book Negotiation Theory and Practice provide summaries of their negotiation approaches (p. 18). Kerzner (2013) also identifies six items to be addressed in his small section titled Negotiation Phase (p. 1164). For each of the four projects; identify the negotiating methods you would recommend, and the justification for those negotiating methods.

If you wish to illustrate the method through a diagram or mind map then please insert the diagram as a JPG image in the each project below.

The Outcome.
The final outcome from a negotiation process may be varied; however Walker and Walker (2015) identify three broad procurement approaches (p. 16-37).

1. Traditional-Segregated Design and Delivery Procurement Forms;
2. Focus on Integrated Design and Delivery Procurement Arrangements-Emphasising Planning and Control;
3. Focus on Integrated Project Teams-Emphasizing Collaboration and Coordination

With each of the approaches breaking down to a number of sub-forms:
- 1A Design Bid Build (DBB) (p. 17);
- 1B Cost reimbursement (Cost-Plus) (p. 18);
- 2A Design and Construct (D&C) (p. 19);
- 2B integrated Supply Chain Management (SCM) (p. 20+);
- 2C Management Contracting (MC) (p. 21);
- 2D consortia of Joint Venture (JV) contractors (p. 21+);
- 2E the Build-Own-Operate-Transfer (BOOT) family (p. 23+);
- 3A partnering philosophies (p. 25+);
- 3B integrated solutions; including Competitive Dialogue (CD), Integrated Project Delivery (IDP) and delivery consortia/partner philosophies (p. 27+);
- 3C alliancing including Project Alliances (PA), Design Alliances (DA) and program Service Alliances (SA) (p. 29+);
- 4 Early Contractor Involvement (ECI) (p. 35);
- 5 Framework agreements (p. 36).

Recommend and advise your preferred form of procurement as an outcome from the negotiation process for each project.

Attachment:- Projects Negotiation - Template.rar