Forward strategy for payroll system
The project characteristic of project 1 follows the The Shenhar et al. Diamond Perspective. This theory states that it will be a mistake to consider that one size will fit all (Lloyd-Walker and Walker 2015). This characteristic follows this project because-
The justifications for these characteristics are as follows (Walker 2015)-
The project miserably failed to deliver in its original schedule and the project had gone over budget. Therefore, it was justified to redesign the entire project. Majority of the people who was initially in charge of the project was sacked. Therefore, this project does not fall in the category of one size fits all and therefore, The Shenhar et al. Diamond Perspective is justified in this case. However, the health minister of public health is confident that with the forward strategy implemented for the project, the project can be executed successfully this time.
The RFP was sent to the four companies that had responded to the RFI and therefore, it was justified
As a forward strategy, the IBM was selected as the prime contractor of project for better management.
Governance and decision-making
The project characteristics of project 2 include Projects from an Organizational Learning Process Perspective (Lloyd-Walker and Walker 2015). This project is based on those characteristics as it is essential to understand the type of project in order to set a proper governance and decision making criteria for a project. The governance and decision making characteristics are-
This perspective or characteristic is justified as –
People and change
The project characteristics of project 3 include project from an Identity Perspective (Lloyd-Walker and Walker 2015). The main components of people and change are
This characteristic is justified because understanding the different perspective of the people associated with a project is necessary. This is because-
Funding
The project characteristics of project 4 include Projects from a Complex Product-Services Perspective (Lloyd-Walker and Walker 2015). This is because the funding is based on different complex criteria.
This characteristic is justified because for QH payroll project, funding is a complex criterion. This is because-
Forward strategy for payroll system
For Project 1 the negotiating position and conflicts in relationships of the participants of this project are described in the following section.
Owner
The negotiating position of the owner can be of highest order (Peña-Mora and Tamaki 2001). The government chief Information officer of Queensland will get a preferred negotiation position he has an overall idea of the project and the company.
The potential conflicts in relationships that the owner may have are-
The potential conflict that can be observed includes the conflict of financial relationship and in tangible benefits of the negotiation.
Designers
The negotiating position of the designers can be linear with the stakeholders associated with the project (Peña-Mora and Tamaki 2001).
The potential conflicts in relationships that the designers may have includes the designing a particular project operation. Different designers might have a different view point or re designing the QH payroll project.
Contractors
The negotiating position of the contractors who is IBM for the QH payroll project is significant as well (Peña-Mora and Tamaki 2001). This is because, IBM is responsible for implementing the project.
The potential conflicts in relationships that the contractors may have include the need for completely scraping out some project processes associated with the payroll system (Kerzner and Kerzner 2017). IBM has the right to redesign the project according to their project implementation plan.
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 project owner will have a significant position in decision making; however, the project owner may not be responsible for the project governance as it is mainly the work of the contractor (Peña-Mora and Tamaki 2001).
The potential conflicts in relationships that the owner may have include the conflict with the decision of project implementation in a certain way. Since the earlier project implementation failed, the project manager might need to implement the project in a certain way, which might conflict with the decision of the project owner.
Designers
The negotiating position of the designers will be significant as well as larger part of the successful project implementation mainly depends on the designing of the project processes.
The potential conflicts in relationships that the designers may have a conflict in the relationship with the contractor.
Contractors
The negotiating position of the contractors might not be that significant in the project. However, it is necessary for the project owners and the stakeholders of the project to maintain a good relationship with the contractor for a better decision making and project governance.
The potential conflicts in relationships that the contractors may include conflict in the relationship of the project stakeholders.
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 significant as the owner is responsible for selecting the people associated with the project (Peña-Mora and Tamaki 2001).
The potential conflicts in relationships that the owner may have include the choice of selection of the skilled people for the project.
Designers
The negotiating position of the designers will be not be that significant in people and change
The potential conflicts in relationships that the designers may have include conflict with the contractor in bringing the required change in the project.
Contractors
The negotiating position of the contractors will be significant in case of people and change.
The potential conflicts in relationships that the contractors may have include the conflict in relationship with the funding department of the project.
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 is very significant in funding.
The potential conflicts in relationships that the owner may include conflict with the contractors.
Designers
The negotiating position of the designers in funding is not very significant.
The potential conflicts in relationships that the designers may include conflict with the project owner.
Contractors
The negotiating position of the contractors will be significant in the funding as they will be responsible for leading the project.
The potential conflicts in relationships that the contractors may have include conflict in relationship with the project owner.
Forward strategy for payroll system
For Project 1 the negotiating position recommended should be that of a structural approach of project implementation as the project processes needs to be redesigned (Grosser 2013).
Governance and decision-making
For Project 2 the negotiating position recommended should be that of a strategic approach (Alfredson and Cungu 2008). Strategic approach is essential as the payroll system is to be developed for facilitating the payment system of the employees of the organization.
People and change
For Project 3 the negotiating position recommended should be behavioural approach. This approach of project negotiation is chosen since the new payroll system will have a impact on the existing employees of the organization.
Funding
For Project 4 the negotiating position recommended should be and integrated approach (Alfredson and Cungu 2008). The funding should incorporate the project redesigning and implementation of different project processes.
Forward strategy for payroll system
For Project 1 the negotiating method recommended should be according to a communicative process (Alfredson and Cungu 2008). Proper project communication is necessary in project negotiation.
Governance and decision-making
For Project 2 the negotiating method recommended should be that of structural approach of project negotiation as the in this approach, different characteristics of the project is considered before negotiation (Alfredson and Cungu 2008)
People and change
For Project 3 the negotiating method recommended should be that of a strategic approach since this approach is a planned method of negotiation, which is essential for managing the people and change.
Funding
For Project 4 the negotiating method recommended should be that of a concession approach as in this approach, the participants in the negotiation are engaged in concession training.
Forward strategy for payroll system
The preferred form of procurement as an outcome from the negotiation process for Project 1 is integrated design and delivery procurement (Lloyd-Walker & Walker 2015)
Governance and decision-making
The preferred form of procurement as an outcome from the negotiation process for Project 2 is that of integrated project teams which are easily manageable.
People and change
The preferred form of procurement as an outcome from the negotiation process for Project 3 is management Contracting Lloyd-Walker & Walker 2015 (Lloyd-Walker & Walker 2015)
Funding
The preferred form of procurement as an outcome from the negotiation process for Project 4 is Design Bid Build (Minchin Jr et al. 2013).
References
Alfredson, T. and Cungu, A., 2008. Negotiation theory and practice: A review of the literature. Esaypol on line resource materials for policymaking.
Duffield, S. and Whitty, S.J., 2015. Developing a systemic lessons learned knowledge model for organisational learning through projects. International journal of project management, 33(2), pp.311-324.
Grosser, M., 2013. Legal lessons from the Queensland health payroll report. Government News, 33(5), p.20.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Lloyd-Walker, B. and Walker, D., 2015, April. Collaborative project procurement arrangements. Project Management Institute.
Minchin Jr, R.E., Li, X., Issa, R.R. and Vargas, G.G., 2013. Comparison of cost and time performance of design-build and design-bid-build delivery systems in Florida. Journal of Construction Engineering and Management, 139(10), p.04013007.
Peña-Mora, F. and Tamaki, T., 2001. Effect of delivery systems on collaborative negotiations for large-scale infrastructure projects. Journal of Management in Engineering, 17(2), pp.105-121.
Quiggin, J., 2012. The Queensland commission of audit interim report-June 2012: A critical review. Public Policy, 7(2), p.125.
Walker, A., 2015. Project management in construction. John Wiley & Sons.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download