Forward strategy for payroll system
The future payroll service delivery models and the operations used by the QH as identify priority, and document and as communicate. It develops a payroll list as per preferences as per the design and models. It also proposes a study for future business requirements. Has the ability to interface with SAP.
The main characteristics of this project are to make critical decisions for go-forward implementation.
The critical decisions are made for the project improvement in performance of payroll. The leaders that are senior are engaged with the project so that the plan executed well. These decisions also clearly defined roles and responsibilities.
The main characteristics of the project are the stakeholder’s engagement across the QH.
The engagement has mainly done for the communication about the service delivery model and the operations of the payroll forward. It also builds the payroll system measurable and consistent, and the line managers also demonstrated their role on the project.
Funding is necessary for the project as it is necessary to assess the costing amount for the project.
The funding is needed for the defect reduction and system maintenance. This also requires while enhancing the system of the project. When the funding visibility is clear, then the stakeholder of the project will be highly beneficial from this.
For Project 1 the negotiating position and conflicts in relationships of the participants of this project are described below.
The owner impact is high in the project negotiation of the payroll system.
The impact is high because the payroll system is only going forward when the owner of the system give required permission. The chances of conflict are also there for the owner of the system as he makes the payroll.
The position is lower for the designers in the payroll system. As they do not have any direct connection with the making of payroll.
There is a chance of the conflict of the designers with the other personnel in the system. The conflict might happen because of the payroll negotiations.
The contractor’s position in the payroll forward is low as the contractors are not connected with the payroll system.
There will be a chance of the conflict with another contractor those are associated with the project. So there is some potential conflict to happen.
For Project 2 the negotiating position and conflicts in relationships of the participants of this project are described below.
In the decision making the owners position is highest.
The owner makes all the decisions regarding the project. The owner makes all rules, and the other people that are associated with the project can have conflict.
Designers are in the lower position in the negotiation.
There is some conflicting issue that the designers may have a face. The decision that is made by the owner can create conflict.
The contractor’s negotiation position will have a lower impact on the project.
Contractors are not associated with the decisions as they are the externally associated with the
For Project 3 the negotiating position and conflicts in relationships of the participants of this project are described below.
Governance and decision-making
The impact of the owner in the negotiation procedure of people and change project is high.
As this project deals with the project stakeholders, so the owner needs to maintain the relationship without making any conflict with the stakeholders. The owner has the maximum impact on the stakeholder’s management so that the project get benefitted in the long term.
The negotiating positioning of the people and change project the designers has a lower impact.
There is no chance of any conflict as the stakeholders, and the designers both are externally associated with the project. Project designers are not that much associated with the stakeholders because designers are the internal part of any plan they only design the project.
The contractors have the medium impact on the negotiating position of this task.
There is a chance of conflict happening because contractors of the project sometimes act as the stakeholders as they take the project contract and also invest on the project. Contractors are who those take the contract for completing the project, and they have often interacted with the stakeholders so there is a chance that conflict may raise.
For Project 4 the negotiating position and conflicts in relationships of the participants of this project are described below.
Negotiating position of the owner is high in the funding project.
The owner makes the costing or the project budget so the is a chance that conflict may arise with the other subordinates of the project.
The negotiating position of the designers will be high for this funding project.
The designers are also included while the costing is made because they will be the part of the project which may create conflict if their cost is not the same.
The contractors will have the medium negotiating position in this project.
The contractors have a conflict with the funding if they do not meet the required amount for the contract of the project. Stakeholders are those who provide required support to the project it can be of financial as well. As there is a financial term between them so there is a chance that conflict may occur with the contractors and the other personnel those are associated with the project.
The negotiating approach that would be required to follow for the forward strategy for payroll system is a structural approach. The owner of the project must take the structured way so that they will be able to implement the payroll system successfully. The owner needs to identify the payroll and then they will prioritise the system. This approach will assess the future requirements of the business and the operating that are associated with the payroll system.
The negotiating approach that should be followed in this project is a strategic approach. The decision will be made on the particular strategy after assessing and identify the requirement in the project. When the strategy is made properly, then the decisions also made efficiently which will be effective for the project. The governance needs to be strategic, so that is will run smoothly.
People and change
The negotiating approach recommended in this regard should be the behavioural approach. The behavioural approach helps the project to strengthen the relationship with the stakeholders of the project as it is necessary for a project to run successfully if the relationship with the stakeholders is good. It will help the project in the long term. The change that will be made must be informed to the stakeholders so that the stakeholders will be satisfied.
The negotiating approach that is recommended for this aspect is the strategic approach. It is necessary for the project to make the project funding as per a particular strategy. If the costing is made properly in the project so the chances of conflict will be less in the project. Proper funding is necessary to effectively complete the project and satisfy the contractors of the project and the stakeholders.
The negotiation method that will be used in the forward strategy for payroll system is the use of effective pause and open-ended questions. In this method, an eternal silence is maintained by the managers of the project so that other people will not be able to interfere in the system strategy.
The negotiating method that should be followed in this regard is the projective approach. It is necessary for the project manager to become a projective thinker so that the government will run without any obstacle and the decisions that will be made by the manager of the project so that it will affect the decisions positively.
The negotiation method that will be applied in this project will be the win-win situation making. In this process, a situation is made where both parties will be benefitted from the implementation. The decision will beneficial for the project, and the stakeholders of the project will also be satisfied.
The negotiation process that will be applied in this project is the process of assessing the situation. Where the manager of the project has to assess the situation and then make the project cost. The manager has to keep in mind that all the cost will be efficient for the all that is associated with the project.
The forward strategy for payroll system will be highly beneficial from the negotiation process adaption. Because as the higher management does not disclose the strategy of the project for payroll system so that the project will be more effective. Other projects will not be able to use the strategy used in the project.
After implementing the negotiation method, the governance will be work more effectively. The methodology taken is the projective thinking methodology as it will help the project to run successfully because the manager can handle the governance and he will also make the decision in a projective manner after thinking only.
The outcome of the negotiation process in this project will have a great impact as it will make a win-win situation for all. This will benefit the project, and the stakeholder satisfaction will also be taken care off so that the project gets advantageous in the long term.
In the funding project when the negotiation applied the outcome is way efficient for the project. The costing of the project will be more effective as it will be made on a particular strategy that how much is to be invested on for which purpose. If the project is cost effective, then it will be good for both of stakeholders and the project contractors.
References:
Chesterman, R.N., 2013. Queensland Health Payroll System Commission of Inquiry. Retrieved, 20(04), p.2014.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.
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.
Turner, J.R., 2014. Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.
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