PROJECTS NEGOTIATION AND CONFLICT REPORT

NAME OF PROJECT

PPMP20011 Projects Negotiation

and Conflict Report
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.
Pea-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.
2.
3.
4.
5.
6.

Program Information
The Projects
The Participants
The Negotiation Interaction Process
The Negotiation Methods
The Outcome

This report is based on the contents of Pea-Mora F., and Tamaki T. 2001. Effect of
Delivery Systems on Collaborative Negotiations for Large -Scale Infrastructure Projects;
Alfredson T., & Cungu A. 2008. Negotiation Theory and Practice; Walker and Walker 2015
Collaborative Project Procurement Arrangements; Directing plus Managing Successful
Projects with PRINCE2 (2009); A Guide to the Project Management Body of Knowledge
(PMBOK Guide) 5th Edition (2013); and Kerzner Project Management: A Systems
Approach to Planning, Scheduling and Controlling (2013). Please complete this report for
the Recommendations (p. 9 & 36-38) contained in the KPMG 2012 Review of the
Queensland Health Payroll System.
Guidance boxes like this should be deleted when you have finished with the contents: position the cursor on the
border, left click when a cross appears and press delete.

1 P ROGRAM I NFORMATION
Program Name: Queensland Health Payroll Program
Date: Date of the current Projects Negotiation and Conflict Report
Project Ownership: Area responsible for the project
Prepared by: Name and project position
Distribution List: List of those receiving the report

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PROJECTS NEGOTIATION AND CONFLICT REPORT

NAME OF PROJECT

2 T HE P ROJECTS
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
o
o
o
o

2012-05-31 KPMG QLD Health Payroll Implementation Review.pdf

2012-11-01 Secret Cabinet documents emerge - Courier Mail.pdf
2013-07-31 Queensland Health Payroll System Commission of Inquiry Report.pdf
2014-01-23 Grosser M 2014 Legal lessons - Government News.pdf
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.

2.1

Project 1: Forward strategy for payroll system

The project characteristics of project 1 are
The justifications for these characteristics are.

2.2

Project 2: Governance and decision-making

The project characteristics of project 2 are
The justifications for these characteristics are.

2.3

Project 3: People and change

The project characteristics of project 3 are
The justifications for these characteristics are.

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PROJECTS NEGOTIATION AND CONFLICT REPORT

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2.4

Project 4: Funding
The project characteristics of project 4 are
The justifications for these characteristics are.

3 T HE P ARTICIPANTS
The Participants.
Pea-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 Pea-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.
Delete this guidance box when you have finished with the contents.

3.1

Project 1: Forward strategy for payroll system

For Project 1 the negotiating position and conflicts in relationships of the
participants of this project are described below.

3.1.1 Owner
The negotiating position of the owner will be
The potential conflicts in relationships that the owner may have are.

3.1.2 Designers
The negotiating position of the designers will be
The potential conflicts in relationships that the designers may have are.

3.1.3 Contractors
The negotiating position of the contractors will be
The potential conflicts in relationships that the contractors may have are.

3.2

Project 2: Governance and decision-making

For Project 2 the negotiating position and conflicts in relationships of the
participants of this project are described below.

3.2.1 Owner
The negotiating position of the owner will be

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PROJECTS NEGOTIATION AND CONFLICT REPORT

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The potential conflicts in relationships that the owner may have are.

3.2.2 Designers
The negotiating position of the designers will be
The potential conflicts in relationships that the designers may have are.

3.2.3 Contractors
The negotiating position of the contractors will be
The potential conflicts in relationships that the contractors may have are.

3.3

Project 3: People and change

For Project 3 the negotiating position and conflicts in relationships of the
participants of this project are described below.

3.3.1 Owner
The negotiating position of the owner will be
The potential conflicts in relationships that the owner may have are.

3.3.2 Designers
The negotiating position of the designers will be
The potential conflicts in relationships that the designers may have are.

3.3.3 Contractors
The negotiating position of the contractors will be
The potential conflicts in relationships that the contractors may have are.

3.4

Project 4: Funding
For Project 4 the negotiating position and conflicts in relationships of the
participants of this project are described below.

3.4.1 Owner
The negotiating position of the owner will be
The potential conflicts in relationships that the owner may have are.

3.4.2 Designers
The negotiating position of the designers will be
The potential conflicts in relationships that the designers may have are.

3.4.3 Contractors
The negotiating position of the contractors will be
The potential conflicts in relationships that the contractors may have are.

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PROJECTS NEGOTIATION AND CONFLICT REPORT

NAME OF PROJECT

4 T HE N EGOTIATION I NTERACTION P ROCESS

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.
Delete this guidance box when you have finished with the contents.

4.1

Project 1: Forward strategy for payroll system

For Project 1 the negotiating position recommended should be

4.2

Project 2: Governance and decision-making

For Project 2 the negotiating position recommended should be

4.3

Project 3: People and change

For Project 3 the negotiating position recommended should be

4.4

Project 4: Funding
For Project 4 the negotiating position recommended should be

5 T HE N EGOTIATION M ETHODS
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.
Delete this guidance box when you have finished with the contents.

5.1

Project 1: Forward strategy for payroll system

For Project 1 the negotiating method recommended should be

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PROJECTS NEGOTIATION AND CONFLICT REPORT

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5.2

Project 2: Governance and decision-making

For Project 2 the negotiating method recommended should be

5.3

Project 3: People and change

For Project 3 the negotiating method recommended should be

5.4

Project 4: Funding
For Project 4 the negotiating method recommended should be

6 T HE O UTCOME
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. TraditionalSegregated Design and Delivery Procurement Forms;
2. Focus on Integrated Design and Delivery Procurement Arrangements
Emphasising Planning and Control;
3. Focus on Integrated Project TeamsEmphasizing 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.
Delete this guidance box when you have finished with the contents.

6.1

Project 1: Forward strategy for payroll system

The preferred form of procurement as an outcome from the negotiation process
for Project 1 is

6.2

Project 2: Governance and decision-making

The preferred form of procurement as an outcome from the negotiation process
for Project 2 is

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PROJECTS NEGOTIATION AND CONFLICT REPORT

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6.3

Project 3: People and change

The preferred form of procurement as an outcome from the negotiation process
for Project 3 is

6.4

Project 4: Funding
The preferred form of procurement as an outcome from the negotiation process
for Project 4 is

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