PPMP 20011 | Commercial Project Negotiation for Project Managers | Ppmp
Topics
- Qld Health Payroll
- Practical Assessment 1: Projects Negotiation and Conflict Report
- The Projects;
- Participants;
- The Negotiation Interaction Process;
- The Negotiation Methods;
- The Outcome
- YouTube:
- Case Study Files for Practical Assessments:
- KPMG QLD Health Payroll Implementation Review
- Secret Cabinet documents emerge - Courier-Mail
- Queensland Health Payroll System Commission of Inquiry Report
- Grosser M 2014 Legal lessons - Government News
- Eden Sedera 2013 The Largest Admitted IT Project Failure in the Southern Hemisphere
Practical Assessment 1: Projects Negotiation and Conflict Report
- Dates:
– Due in week 6
- Purpose:
- Sources:
– Peña-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;
– Kerzner Project Management: A Systems Approach to Planning, Scheduling and Controlling (2013);
– Directing plus Managing Successful Projects with PRINCE2 (2009);
– A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition (2013).
Practical Assessment 1: Projects Negotiation and Conflict Report
- KPMG 2012 Review of the Queensland Health Payroll System
– Project:
- Forward strategy for payroll system;
- Governance and decision-making;
- People and change;
- Program Information;
- The Projects;
- Participants;
- The Negotiation Interaction Process;
- The Negotiation Methods;
- The Outcome.
- The Projects
- 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);
- What are the project characteristics?
- What are your justifications for these characteristics?
- The Participants
- project participants’ roles, responsibilities, and relationships are used to identify their interests, positions, and attitudes… …and the potential conflicts in those relationships.
- Owner, Designers, Contractors
- The negotiating position of the Owner, Designers, and Contractors
- The potential conflicts in relationships that the Owner, Designers, and Contractors may have.
- The Negotiation Interaction Process
- approaches in negotiation (p. 9-18):
- a structural approach;
- a strategic approach;
- a behavioral approach;
- a concessional exchange approach;
- an integrative approach.
- Our recommended negotiating position.
- The Negotiation Methods
– Kerzner (2013) (p. 1164) also provides negotiation methods;
– Your Task for each Project:
- Your recommended negotiating position – words or JPG mindmap.
- The Outcome
- 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).
- Your preferred form of procurement as an outcome of the negotiation process
Summary
- Qld Health Payroll
- Practical Assessment 1: Projects Negotiation and Conflict Report
- The Projects;
- Participants;
- The Negotiation Interaction Process;
- The Negotiation Methods;
- The Outcome.
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