Discuss About The Negotiation For Cultural Resource Managers.
The project characteristics of project 1 are Diamond Perspective as the project of forward strategy of payroll system is largely dependent on the technology innovation along with the modification of the operations. The sincere deployment of the payroll system is based on the forward strategy and the inclusion of the operations that are aligned with the formation of the successive development.
The justifications for these characteristics are technology, complexity, and pace of operations. The forward strategy of health payroll system would be largely based on the diamond perspective as it would align with the NCTP or Novelty, Technology, Complexity, and Pace. The implication of the forward strategy and it would also help in forming the successive development of information for payroll system.
The project characteristics of project 2 are based on the perspective of organizational learning process. The organizational learning process would be implied for the development of the project governance and effective decision making in the project.
The justifications for these characteristics are dependent on the activities aligned in this project. The governance of the operations would align with the information development projects. The improved governance of the project would be based on the formation of the operations and its alignment with the inclusion of the project development model. The governance of project along with decision making for the project would be aligned with the concept of organizational learning process.
The project characteristics of project 3 are dependent on the change implementation and the people management. The use of organizational learning process would be helpful for the deployment of the successive development of the operations for forming the operational deployment that can be aligned with the development of the project 3 of people and change implementation.
The justifications for these characteristics are aligned with the formation of the improved alignment model and the successive formation of the improved operation development. The alignment of the project activities is largely based for the development of learning among the people and change implication. The organizational learning process would be helpful for overcoming the probability of development attenuation.
The project characteristics of project 4 are dependent on the implication of the effective alignment of the development model. The management of the project funding requirements would align with the modulation of the support and development of the project. The funding of the project would be supported by the use of Identity Perspective.
The justifications for these characteristics are aligned with the change implementation process. The deployment of the operations would align the major sensitive process. The funding project 4 is very crucial and it requires the individual for allowing the activities of funding in the project. The deployment of the operations would also help in forming the analysis of the identity required in the development of the project funding development.
The project 1 is developed for the alignment of the forward strategy that would be helpful for the implication of the Queensland Health Payroll process. The analysis of the forward strategy would align with the formation of the successive development of the operations. For Project 1 the negotiating position and conflicts in relationships of the participants of this project are described below.
The negotiating position of the owner will be dependent on the role played in the project of forward strategy development for the payroll system of Queensland. The owner would have low negotiation position for the forward strategy project 1. The owner would be responsible for the final approval or rejection of the project activities and hence he/she will have no impact in the forward strategy developed of project.
The potential conflicts in relationships that the owner may have are agreement changes, change request, and rejection of deliverable. The owner has the power for final declaring of the project success or failure. Hence, he/she can request for modifying the system and implement changes as per requirements.
The negotiating position of the designers will be dependent on the role played in the project of forward strategy development for the payroll system of Queensland. The designer has high negotiation position for the forward strategy of the project. The high position is due to the fact that the forward strategy of project would be dependent on the design developed. Without the development of the final design, the payroll system development cannot be started. Hence, the designer enjoys high position in terms of negotiation.
The potential conflicts in relationships that the designers may have are refusal of payment, design change request, and operational issues. The issues faced by the designer are largely responsible for the alignment of the hindrances in the operation development.
The negotiating position of the contractors will be dependent on the role played in the project of forward strategy development for the payroll system of Queensland. The contractors are responsible for the external support development for the project. They have medium implication of the operations and alignment of the position for the operations.
The potential conflicts in relationships that the contractors may have are delay in providing operations and violation of the contracts. The implication of the operations had been dependent on the alignment of the forward strategy for the Queensland payroll system. The issues would result in forming the management issues in the forward strategy development for payroll project.
The governance and decision making is aligned for the implication of the operations and aligning the modification of the project operations. The operations of the project are aligned with the development of the operations that are favourable for the completion of the final project deliverable of Queensland Payroll system. The governance of the project would help in forming the development of system alignment. For Project 2 the negotiating position and conflicts in relationships of the participants of this project are described below.
The negotiating position of the owner will be dependent on the role played for the project 2 of governance and decision making. The alignment of the effective decision making and project governance would support the implementation of the payroll system development for Queensland Health Department. The owner enjoys the high negotiation position as the main decisions are taken by the project owner. The key decisions and the project governance are the responsibilities of the project owner.
The potential conflicts in relationships that the owner may have are denial of request and issues in project governance. The project owner would have to face the issues of denial of request for the implication of the project governance and taking key decisions of the project.
The negotiating position of the owner will be dependent on the role played for the project 2 of governance and decision making. The alignment of the effective decision making and project governance would support the implementation of the payroll system development for Queensland Health Department. The alignment of the project negotiation had helped in understanding that the designers have low position for the project governance and decision making.
The potential conflicts in relationships that the designers may have are design forgery and incompatibility of the design developed. The designers would have to face the issue of incompatible design issues and it would tend to cause the major hindrance in the completion of the project.
The negotiating position of the owner will be dependent on the role played for the project 2 of governance and decision making. The alignment of the effective decision making and project governance would support the implementation of the payroll system development for Queensland Health Department. The contractors have medium position for the project 2 of project governance and decision making. The implication of the supplementary decision issues had tended to imply the deployment of the operation integration.
The potential conflicts in relationships that the contractors may have are aligned with the formation of the implementation of the project governance and decision making in projects. The contractor would have to face the issues payment issues and contract obligations.
The project of people and change is developed for ensuring that the implemented change of the existing system for health payroll would be rightfully conveyed to the linked people. The change development and the implication of the operations had resulted in forming the major setback for the deployment of the operations. For Project 3 the negotiating position and conflicts in relationships of the participants of this project are described below.
The negotiating position of the owner will be dependent on the role played for the project 3 of people and change. The owner enjoys high negotiation position for the people and change project. The implication of the change management would help in overcoming the requirements of the change implication development. The people management is done for ensuring that the alignment of the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the owner may have are attrition among the employees, change management issues, and alteration of the operations. These issues would be result in causing damage to the completion of the project.
The negotiating position of the owner will be dependent on the role played for the project 3 of people and change. The designer of the project would have low negotiation position for the people and change project 3. The implication of the change management would help in overcoming the requirements of the change implication development. The people management is done for ensuring that the alignment of the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the designers may have are complex design development and issues in operation alignment. These issues would be result in causing damage to the completion of the project.
The negotiating position of the owner will be dependent on the role played for the project 3 of people and change. The contractors have low negotiation position for the alignment of the project 3 of people and change. The implication of the change management would help in overcoming the requirements of the change implication development. The people management is done for ensuring that the alignment of the activities would be helpful for the alignment of the activities.
The potential conflicts in relationships that the contractors may have are communication issues of operations and rejection of the activities. These issues would be result in causing damage to the completion of the project.
The funding of the project would tend to implement the alignment of the project development model. The funding of the project is aligned for the ensuring to overcome the shortage of project funds. For Project 4 the negotiating position and conflicts in relationships of the participants of this project are described below.
The negotiating position of the owner will be high as the project funding is largely responsible for the development of the operations. The funding is approved by the project owner and the alignment of the activities would tend to form the development of the improved functional and operational development of the activities.
The potential conflicts in relationships that the owner may have are payment shortage, inaccessible funds and rejection of operations. These issues would be result in causing damage to the completion of the project.
The negotiating position of the designers will be low for the project of funding as they do not play a significant role for the alignment of the operations. The designers are aligned for the formation of the effective design development. But they do not form any significant role for the alignment of the operations.
The potential conflicts in relationships that the designers may have are payment issues and modification issues in design development. These issues would be result in causing damage to the completion of the project.
The negotiating position of the contractors will be medium because the overall funding has direct relation with the alignment of the operations. The external supplies are managed by the contractor and the overall cost of the funding would be dependent on the contractor as well.
The potential conflicts in relationships that the contractors may have are hike in the material prices and quality degradation of the supplies. These issues would be result in causing damage to the completion of the project.
For Project 1 the negotiating position recommended should be structural approach as the forward strategy would involve the development of the initiation of the project operations for payroll system development. Hence, the use of structural approach would help in easing the negotiation interaction process for the project 1.
For Project 2 the negotiating position recommended should be strategic approach as the governance and decision making would involve the development of governance of the project operations and alignment of the effective decision making. Hence, the use of strategic approach would help in easing the negotiation interaction process for the project 2.
For Project 3 the negotiating position recommended should be behavioural approach as the people management and change implementation would require the implication of behaviour management. Hence, the use of behavioural approach would help in easing the negotiation interaction process for the project 3.
For Project 4 the negotiating position recommended should be integrative approach as the project funding is a very sensitive operation and the formation of the improved operations would be required for the project. Hence, the use of integrative approach would help in easing the negotiation interaction process for the project
For Project 1 the negotiating method recommended should be Integrated Negotiation as it would help in forming the support and development of the forward strategy of payroll system. The implication of the forward strategy would be assisted by the implication of the successful integrated negotiation.
For Project 2 the negotiating method recommended should be staged negotiation as it would help in forming step by step modification of the governance of the project and the alignment of the decision making in the project. The implication of the project governance would be supported by the implication of the staged negotiation.
For Project 3 the negotiating method recommended should be Fixed Pie Negotiation as it would help in forming the successful deployment of the change implementation and people management. The implication of the people and change would be supported by the use of the fixed pie negotiation.
For Project 4 the negotiating method recommended should be integrated negotiation as the process would result in forming the alignment of the effective development of the operations. The funding in the project would be supported by the implication of the operations and deliverance of the improved operations. The implication of the project funding would be supported by the use of the integrated negotiation.
The preferred form of procurement as an outcome from the negotiation process for Project 1 is Design and Construct
The preferred form of procurement as an outcome from the negotiation process for Project 2 is Framework Agreements
The preferred form of procurement as an outcome from the negotiation process for Project 3 is Consortia and Joint Venture
The preferred form of procurement as an outcome from the negotiation process for Project 4 is Management Contracting
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