Discuss About The Opacity And Mistrust In Digital Management.
The Queensland Healthcare payroll system project has faced significant issues since its implementation in the year of 2010. Even before and after the contract was accepted, IBM has seen. The newly developed payroll system was facing major challenges those are needed to be resolved accordingly. After analysing the reason of failure of the desired outcome it has been found that, for mitigating the payroll system oriented issues it is necessary for the company to evolve forward strategy for the payroll system. For this particular project, the socio technical approach should have to be selected.
The project characteristics of project 1 are based upon novelty, complexity, technology those are collaboratively calls NCTP. This particular project framework helps to illustrate all the project management factors and aspects.
The justifications for these characteristics are complexity and novelty those are completely copied and broke through in case of this project. Breakthrough is referred to as an outline shift beyond the reframe of the innovation those are developed considering the issues of the Queensland payroll project. Both of these factors are used by the project managers to develop the payroll management system appropriately. The complexity of the project helps to measure the assembly of the project. In order to incorporate new and additional characteristics to the project, technology should be incorporated to it. With the help of payroll management system, the project cost, schedule and other risks can also be easily identified by the project owners easily. If any kind of urgency was identified then only Pacer should be used by the project developers. The context of the project was itself recognized by the sponsors of the projects. Not only this but also, project value and risk identification are again the responsibility of the project sponsors.
The project characteristics of project 2 “Project from an Organizational Learning Perspective”.
The justifications for these characteristics include both the decision and governance to demonstrate the issues associated to the project. In order to reach the project objectives, the project managers should come together based upon the organizational learning process.
The project characteristics of project 3 are “Project from identity perspectives”
The justifications for these characteristics include identity perspectives. An identity perspective is defined as the best possible way for people and change because identity lies between the cultures of the people. This particular approach is used by the project managers to identify the culture of the stakeholders associated to the project.
The project characteristics of project 4 are “Project from a complex product service perspective”.
The justifications for these characteristics are determined in terms of suitable values added to the intangible requirements of the project values. It is the responsibility of the project finance managers to make sure that within the estimated project budget the project is completed. From the above mentioned project characteristics, the project fund must be estimated. From this particular project characteristic the project manager will get ideas about the project funding.
The project participant section defines the members who are associated to the project implementation. Based on the skills and knowledge of the stakeholders, the job roles should be allotted to the project team members. For each of the four identified projects, it gives possible position for negotiation of the participants into the project with the intra-project conflicts. For this particular project three different participants are identified such as owners, designers and the contractors. In order to reach the project objective it is necessary for the project participants to accomplish their allotted job roles accurately.
For Project 1 the negotiating position and conflicts in relationships of the participants of this project are described below. In order to implement the QLD health payroll management system many stakeholder are associated to it. Three different participant of the project are identified in terms of owners, designers and contractors along with the relationship of potential conflict.
The negotiating position of the owner will be Queensland Health.
The potential conflicts in relationships that the owner may have are identification, documentation and effective communication with the project stakeholders. This will help the project developers to evaluate all the necessary payroll operation and function appropriately in terms of the delivery model used by the Queensland Health.
The negotiating position of the designers will be the stakeholders of the governance and the Chief Information Officer (CIO) of the QLD government.
The potential conflicts in relationships that the designers may have are effective assessing of the QLD payroll management system and the benefits and problems that may occur due to the implementation of two of the payroll systems. The contractors are responsible to develop an agreement between the clients and the management contractors to make sure the pre implementation phase of the payroll management system. The contracts those are placed by the clients are manages professionally by the project contractors.
The negotiating position of the contractors will be the stakeholder associated to the QLD payroll system and the CIO of the project.
The potential conflicts in relationships that the contractors may have are proper access capability of the users and all stakeholders who are willing to fetch data from the serer. It will help the company to manage all necessary issues effectively. On the other hand the trade contracts placed by the project contractor are covered with the help of the agreement established between the contractor and the client.
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 the Queensland health
The potential conflicts in relationships that the owner may have are effective access of the program processes those are helpful to manage the project issues. It can be said that, with the help of different program management activities the, owners will be able to get effective success form the competitive market.
The negotiating position of the designers will be the audit office of the Queensland Health.
The potential conflicts in relationships that the designers may have are proper adoption of enterprise framework those are helpful to governance the programs of the project. Additionally it is necessary for the payroll management system to develop secured relationship between the financial system and the payroll portfolio governance of the system.
The negotiating position of the contractors will be the Queensland Health.
The potential conflicts in relationships that the contractors may have are effective access of the payroll management system developed by the health company. It helps to manage the problems of the system that are associated to payroll system. It also helps to manage the profit generated from the system.
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 Queensland Health.
The potential conflicts in relationships that the owner may have are to obtain trust during the processing of the payroll system throughout the business improvement phase. It must be followed to measure the performance of the business organization. While changing the business to the payroll process, the tangible benefits for both the staffs and for the line managers can be determined.
The negotiating position of the designers will be the stakeholders of the payroll management system developed for the Queensland Health.
The potential conflicts in relationships that the designers may have are the way for designing the team that has come for sharing and understanding of each of the decisions they are made for decision processing. It is the responsibility of the designers to make proper ideas at the project initiation phase up to the project completion phase.
The negotiating position of the contractors will be Queensland Health
The potential conflicts in relationships that the contractors may have are building trust between the clients and the contractors so that they can effectively invest for the successful implementation of the payroll management system. There are clearance of the decision making and changes in the working pattern for the implementation of the payroll process.
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 the Queensland Health.
The potential conflicts in relationships that the owner may have are the delivery cost estimated for the components of payroll management system for Queensland Health and the Business as Usual (BAU). The owners are also responsible to track and monitor the system maintenance. Based on the reflected defects of the system additional components should be enhanced by the developers which is another role of the owners to monitor.
The negotiating position of the designers will be the stakeholders associated to the project.
The potential conflicts in relationships that the designers may have are the profited project stakeholders who gain profit from the funding deficits. Depending upon the priority of the project activities accurate funding should be allocated and respectively future spends can also be assessed by the project designers.
The negotiating position of the contractors will be the Queensland Health.
The potential conflicts in relationships that the contractors may have are Delivery cost for the minimum requirements of the payroll system components and BAU that is “Business As Usual”.
For Project 1 the negotiating position recommended should be integrated. This is mainly focused on the development of the project forward strategies to resolve different issues. Successful strategies can create effective project values and also allows the project stakeholders communicate effectively. In order to understand the actual project pay it is necessary for the project developers to adopt a stronger level of business benefit documentation. Forward strategies can also serve funding status of the project after successful completion of each project phase. With the help of the funding status report the project manager can easily review the newly developed payroll management system and related problems. It is expected that with the help of forward strategies the system related both functional and operational issues can be mitigated.
For Project 2 the negotiating position recommended should be integrated. With the governance of Australian government, project team members and all the stakeholders associated to the payroll management system are responsible to create values appropriately so that the system can resolve all identified issues accordingly. Once the project objectives are understood the payroll system will be able to meet the requirements of the system developers and consumers as well within estimated budget and time.
For Project 3 the negotiating position recommended should be a concessional exchange approach. This particular approach is focused on the development of concession making behaviours in terms of position of the project team members and stakeholders as well. In order to bring competitive advantages and operational success for the payroll system, proper change management approaches should be considered and applied as well. It will help the project stakeholders to become more engage to their job roles. Additionally all necessary changes are to be supported by the business process evolved by QLD payroll management system.
For Project 4 the negotiating position recommended should be integrated. In order to take appropriate decision for the project, to create added project values, and to communicate with the project team members properly project budgeting or capital funding is very much essential. Particularly or the project negotiation process the developed should also focus on the win-win solutions. For creating a strong position in the project, in case of project negotiation funding is very much necessary think that has to be consider.
For Project 1 the negotiating method recommended should be integrated. This part of the project contains the prioritization of the trade offs. It eventually prevents the system to provide unrealistic data. Forward strategies in terms of project cost, schedules are needed to be developed by the project stakeholders because it helps to reach the project objectives. With the help of professional forward strategies, project stakeholders are effectively communicate with each other and also can resolve various project related issues.
For Project 2 the negotiating method recommended should be absolutely integrated in nature. Governance and the decision making approach can be collectively defined as win-win bargaining. This is a specific type of strategy that helps to identify the win-win solution for different identified disputes. For this particular project the governance and decision making approach is completely focused on deployment of beneficial agreements according to the disputants’ interest. Thus, it can be said that the aim of the governance and decision making approach is to develop such strategy that can develop strategic ideas to resolve the project disputes.
For Project 3 the negotiating method recommended should be focused on the concessional exchange approach. It defines the focus and honesty of the project team members towards their job role rather allotted duties. Not only has this but also for project recovery project team members played vital roles. In order to support the project stakeholders and sponsors project negotiation is needed. This is absolutely focuses on the position and concession making behaviour of the project team members in the negotiation approach. In order to underlie the interest in project aims the concessional strategies are very much important for the project team members to consider.
For Project 4 the negotiating method recommended should be integrated in nature. The project funding should develop in such a way so that it can effectively resolve the project based different issues. Not only this but also for the payroll management system, it helps to create project values. Besides this, with proper funding the project team members can again communicate with each other effectively and efficiently.
The preferred form of procurement as an outcome from the negotiation process for Project 1 depicts the assumed outcomes of the developed integrated design of a payroll management system. In order to make sure that the system is developed properly and working efficiently delivery procurement agreements is needed. The procurement agreements illustrate the project planning and control details. In case of project 1, development of forward strategy, for the payroll management system, supply chain management, contract management are needed. The performance of the supply chain management system will optimize significantly after the functional and strategic decision making development of integrated SCM system. SCM system helps to revise the existing plan and schedule of the project. The final outcome from the project varied in case of the four different projects. The operations of payroll management system are controlled with the help of the agreement of contract management. Moreover it can be said that it is necessary for the project managers to consider all these strategies to push the project towards measurable success.
The preferred form of procurement as an outcome from the negotiation process for Project 2 is strictly focused on the members associated to the project team. It also emphasizes the collaboration and coordination of the project team members during the development of the project. In case of project governance and for developing effective decision making professional partnership among the project team members are very much necessary. In order to advance the mutual interest of the project activities, partnership among the people should be arranged.
The preferred form of procurement as an outcome from the negotiation process for Project 3 focuses on the collective project team members. It helps to emphasize the collaboration and coordination of the project team members and both the internal and external project stakeholders. In case of people and change involvement of the contractors at the early phase and their agreement for the framework are required. There are many reasons for which this framework is adopted include collaboration, design integration for the payroll management system etc.
The preferred form of procurement as an outcome from the negotiation process for Project 4 is completely focused on the delivery procurement agreements and accurate integrated design approaches. It helps the project managers to emphasize the project plan with proper control and monitoring. In order to plan the project funding integrated supply chain management, contract management and project design plan in terms of cost management and schedule management are needed to be done professionally. Contract management is the agreements developed between the investors and project owners that are followed during the project ongoing phase.
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