The stakeholders of the project are responsible for the project funding so that the QH health payroll program can gain of profitable into their business.
The preferred form of procurement as an outcome from the negotiation process for Project 2 proposed in the Projects Negotiation and Conflict Report was “Focus on Integrated Design and Delivery Procurement Arrangements”.
The subthemes and KSAE’s that will best mitigate and reduce project claims and damages are itemized in the following tables.
5.1 Platform Foundation (p. 117-118)
|
Elements |
KSAE’s to maximize the effectiveness (pp. 123-133) |
|
1. Motivation and Context |
Technical KSAE: It is medium as the project manager is emphasized the plan of project with project controlling as well as monitoring. Project Management KSAE: It is high as the project management activities are consisted of delivering the procurement agreements to gain of integrated design approaches. Business Solution KSAE: It is high as funding of the project work is related with cost management which are required to do the business functions. Relational KSAE: It is low as the project team members are not participating into the project work properly. |
|
2. Joint Governance structure |
Technical KSAE: It is low due to not proper maintenance of the project governance structure. Project Management KSAE: It is high due to proper contract management to develop of the project phases. Business Solution KSAE: It is low as there is no proper organizational structure to provide better business solutions. Relational KSAE: It is low as the team members are not collaborated and contracted the project manager in case of difficulties. |
|
3. Integrated Risk Mitigation Strategy |
Technical KSAE: It is low due to improper implementation and upgrade of SAP into the Queensland health programs. Project Management KSAE: It is high as the project funding resolves of project related issues. Business Solution KSAE: It is high as there is proper management of payroll system. Relational KSAE: It is low due to lack of collaboration. |
|
4. Join Communication Strategy |
Technical KSAE: It is low due to not resolving of funding issues. Project Management KSAE: It is high for taking of proper project related decisions to create project values. Business Solution KSAE: It is high as the business solutions are developed based on win-win solutions. Relational KSAE: It is high due to strong collaboration among project manager and stakeholders. |
|
5. Co-location Strategy |
Technical KSAE: It is low due to improper maintenance of the technical equipments and payroll system. Project Management KSAE: It is high due to effective QH program for managing the project related issues. Business Solution KSAE: It is high due to adoption of enterprise frameworks. Relational KSAE: It is low due to conflict in relationships with the project participants of the project work. |
5.2 Behavioural Factors (p. 119-120)
|
Elements |
KSAE’s to maximize the effectiveness (pp. 123-133) |
|
6. Authentic Leadership |
Technical KSAE: It is high due to decisions which demonstrate the project related issues. Project Management KSAE: It is high as the project manager comes on organizational learning processes. Business Solution KSAE: It is low as the business requirements are not identified properly. Relational KSAE: It is low as there is no such evaluation of the payroll operations. |
|
7. Trust-Control Balance |
Technical KSAE: It is low due to lack of technical skills. Project Management KSAE: It is low as there is lack of trust on the project manager. Business Solution KSAE: It is high as funding of the project work is related with cost management which are required to do the business functions. Relational KSAE: It is low as there is lack of evaluation of the payroll operations to deliver the business models. |
|
8. Commitment to be Innovative |
Technical KSAE: It is low due to improper implementation and upgrade of SAP into the Queensland health programs. Project Management KSAE: It is high for taking of proper project related decisions to create project values. Business Solution KSAE: It is low as there is lack of conflicts into relationships to assess the payroll management system. Relational KSAE: It is low as there is lack of team collaboration. |
|
9. Common best-for-project Mindset and Culture |
Technical KSAE: It is high as proper implementation of SAP into Queensland Health. Project Management KSAE: It is low due to change because of identity lies among the culture of people. Business Solution KSAE: It is high as the project manager identifies the stakeholder’s culture. Relational KSAE: It is low due to conflict among the project stakeholders. |
|
10. No-blame Culture |
Technical KSAE: It is low due to not resolving of funding issues. Project Management KSAE: It is high for taking of proper project related decisions to create project values. Business Solution KSAE: It is low as there is no proper organizational structure to provide better business solutions. Relational KSAE: It is low as the project team members are not participating into the project work properly. |
5.3 Processes, routines, and means (p. 121-122)
|
Elements |
KSAE’s to maximize the effectiveness (pp. 123-133) |
|
11. Consensus Decisions |
Technical KSAE: It is low due to improper maintenance of the technical equipments and payroll system. Project Management KSAE: It is high for taking of proper project related decisions to create project values. Business Solution KSAE: It is high due to proper taking of the business related decisions regarding implementation of QH programs. Relational KSAE: It is high due to proper communicational plan to interact with the project team members. |
|
12. Learning and Continuous Improvement |
Technical KSAE: It is high due to development of agreement among the clients along with the management contractors. Project Management KSAE: It is low due to management of project related issues. Business Solution KSAE: It is low due to improper management of the business solutions. Relational KSAE: It is low due to due to conflict into relationships of the project participants. |
|
13. Incentive Arrangements |
Technical KSAE: It is high due to development of incentive programs into the QH programs. Project Management KSAE: It is high due to proper contract management to develop of the project phases. Business Solution KSAE: It is high due to proper management of the payroll management system. Relational KSAE: It is low due to lack of collaboration and communication. |
|
14. Pragmatic Learning-in-Action |
Technical KSAE: It is low due to improper implementation and upgrade of SAP into the Queensland health programs. Project Management KSAE: It is high due to proper contract management to develop of the project phases. Business Solution KSAE: It is high as funding of the project work is related with cost management which are required to do the business functions. Relational KSAE: It is low as the project team members are not participating into the project work properly. |
|
15. Transparency |
Technical KSAE: It is low due to improper maintenance of the technical equipments and payroll system. Project Management KSAE: It is high as helps to manage the profit which is generated from the payroll system. Business Solution KSAE: It is high as funding of the project work is related with cost management which are required to do the business functions. Relational KSAE: It is low due to project conflict due to lack of business requirements. |
|
16. Mutual Dependence and Accountability |
Technical KSAE: It is high due to decisions which demonstrate the project related issues. Project Management KSAE: It is low as there is lack of trust on the project manager. Business Solution KSAE: It is low due to improper understanding of funding requirements for implementation of proposed system. Relational KSAE: It is low as the project team members are not participating into the project work properly. |
Corazzini, L., Cotton, C. and Valbonesi, P., 2015. Donor coordination in project funding: Evidence from a threshold public goods experiment. Journal of Public Economics, 128, pp.16-29.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement arrangements. Project Management Institute.
Willis, C.A. and Camp, B., 2017. Small Project Funding Through Grants and Donations. Journal of Hospital Librarianship, 17(2), pp.166-173.
Zinilli, A., 2016. Competitive project funding and dynamic complex networks: evidence from Projects of National Interest (PRIN). Scientometrics, 108(2), pp.633-652.
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