(Insert Student Name) (Insert Student Number) - PPMP20011 Portfo.docx

(Insert Student Name) / (Insert Student Number) - PPMP20011
Portfolio template for Week 9
PPMP20011 Portfolio Template – Week 9
Description of topics including reading samples
Learning outcomes of the unit
Learnings from your experience, this and prior unit reading,
assignments
Supporting documentation including your prior learning
Week 9 Topic: Applying Project Management Standards and
Frameworks.
Collaborative Project Procurement Arrangements (2015) by
Derek H. T. Walker and Beverly M. Lloyd Walker;
6. Evaluate project management tools that help avoid or provide
conflict resolution via negotiated solutions.
The objective of this week’s topic is to make sure you have an
appreciation of the Role of the Project Manager in Commercial
Negotiation.
Try to ask yourself the questions that were in the slides in this
week’s lecture:
1. In what way would Project Management Standards and
Frameworks impact on Commercial Negotiation?
Walker & Walker (2015) discuss the general thrust of this
investigations in Chapter 7 (p 137) what are your thoughts
regarding:
2. Do the conclusions in Chapter 7 p 137 seem reasonable to

you?
Walker & Walker (2015) then in Chapter 7 talk about a
“PraXitioner” what are your thoughts regarding:
3. Do you agree with the authors that a PraXitioner is the way
forward?
Continuing the theme of the PraXitioner Walker and Walker
look at Implications for PM Education and Skills; what are your
thoughts regarding:
4. Do you think that there will be a future shortage of good
PraXitioner’s in Commercial Negotiation situations?
In the last part of Chapter 7 is a Summary of the Walker and
Walker book; what are your thoughts regarding:
5. Do you agree with the authors?
6. Do you think that RBP is a good framework for Commercial
Project Negotiation?
In conclusion to this week:
7. Do the ideas in Chapter 7 help in structuring your thoughts
around Commercial Project Negotiation?
PPMP20011 Unit Profile
PPMP20011 Moodle Web site
Have you any insights you can add from other units you have
studies or readings you’ve made?

References
Kerzner H. 2013. Project Management: A Systems Approach to
Planning, Scheduling, and Control, 11th Edition. Hoboken,
USA: John Wiley & Sons.
Peña-Mora F., and Tamaki T. 2001. "Effect of Delivery Systems
on Collaborative Negotiations for Large -Scale Infrastructure
Projects”. Journal of Management in Engineering. April 2001
pp.105-121
PMI. 2013a. A Guide to the Project Management Body of
Knowledge (PMBOK Guide) 5th Edition. USA: Project
Management Institute.
Wikipedia Channel Tunnel
https://en.wikipedia.org/wiki/Channel_Tunnel
1 of 2
BUS 300 - The American Economy
Student’s Name:
__________________________________________________
Date: _____________________________________
USA: Measures of Economic Well-Being 2016 2017 2018
Increase or Decrease?
Worker Productivity:

Inflation:
Unemployment (rate):
Gross Domestic Product (GDP):
Unemployment rate:
U.S. Debt (go to the website for the
Bureau of the Public Debt,
www.publicdebt.treas.gov):
State of Budget (Surplus or Deficit)
Trade Balance:
Consumer Price Index (CPI):
Producer Price Index (PPI):

Per capita income:
BUS 300 - The American Economy
INSTRUCTIONS
Use the Internet to complete the chart on the preceding page.
After completing the chart, write a 1-2 page memorandum that
summarizes the information on the chart. Write a narrative,
which a short story
or essay, that explains the reason for the change in each
measure. Two to three 2-3 sentences for each measure is all that
is necessary.
For example, if the chart indicates that the CPI has increased
over the 3-year period, offer substantive reasons to explain the
annual increases.
Due Thursday, Week 4
(Insert Student Name) / (Insert Student Number) - PPMP20011

Portfolio Template for Week 8
PPMP20011 Portfolio Template – Week 8
Description of topics including reading samples
Learning outcomes of the unit
Learnings from your experience, this and prior unit reading,
assignments
Supporting documentation including your prior learning
Week 8 Topic: Commercial Negotiation in Government vs.
Private Organisations.
Collaborative Project Procurement Arrangements (2015) by
Derek H. T. Walker and Beverly M. Lloyd Walker;
1. Describe the operation of diverse and complex government
and non-government project contractual arrangements relevant
to a range of managed services, ICT, and build agreements.
The objective of this week’s topic is to make sure you have an
appreciation of the Role of the Project Manager in Commercial
Negotiation.
Try to ask yourself the questions that were in the slides in this
week’s lecture:
1. What is the Difference between Government & Private
Organisations?
2. Does that Difference mean that Commercial Negotiation is
Different between Government and Private Organisations?
3. What is the Implication of the Differences to other parties,
such as Contractors, or Designers?

Walker & Walker (2015) discuss several aspects regarding
emerging forms of collaboration what are your thoughts
regarding:
4. What are the fundamental characteristics of emerging RBP
forms?
5. Do these RBP forms vary in different parts of the globe and,
if so in what way?
Walker & Walker (2015) then in Chapter 6 discuss Relationship
Intensity of Various RBP Forms what are your thoughts
regarding:
6. The implications upon negotiation with these forms of
relationship?
7. Would the outcomes be impacted by a need for probity and
governance in Government Commercial Negotiation situations?
Walker & Walker (2015) look at the RBP Wittgenstein’s Family
Resemblance Model, and so what are your thoughts regarding:
8. Can you see the way that the following would impact on
negotiated outcomes?
a. Platform Foundation Facilities
b. Behavioural Factors
c. Processes, routines and means
In conclusion to this week:
9. Do the ideas in Chapter 6 help in structuring your thoughts
around Commercial Project Negotiation?
PPMP20011 Unit Profile
PPMP20011 Moodle Web site
Have you any insights you can add from other units you have
studies or readings you’ve made?

References
Kerzner H. 2013. Project Management: A Systems Approach to
Planning, Scheduling, and Control, 11th Edition. Hoboken,
USA: John Wiley & Sons.
Peña-Mora F., and Tamaki T. 2001. "Effect of Delivery Systems
on Collaborative Negotiations for Large -Scale Infrastructure
Projects”. Journal of Management in Engineering. April 2001
pp.105-121
PMI. 2013a. A Guide to the Project Management Body of
Knowledge (PMBOK Guide) 5th Edition. USA: Project
Management Institute.
Wikipedia Channel Tunnel
https://en.wikipedia.org/wiki/Channel_Tunnel
2 of 2
Project Claims and Damages Report
Name of Project
Part A(10 Marks)
In Figure 27 on page 114 of Chapter 6 of Walker & Walker
book “Collaborative Project Procurement arrangements”, the
authors suggest RBP (Relationship Based Procurement) model
applying Wittgenstein Idea of Family Resemblance.
Please explain your understanding of this RBP model and its

sixteen (16) elements in the light of concepts discussed in 1st
and 2nd Column of Tables 11, 12 & 13 given on pages 117 -
123 in Chapter 6. (Word limit is 1500 +/- 10%).
Walker & Walker recently developed the Relationship Based
Procurement (RBP) that was adapted from the understanding
that it can be compared to a family relationship advanced by
Wittgenstein. According to Walker & Walker (2014), the
common concept that defines RBP across various opinions is its
reference to a mechanism through which a project can be
delivered while embracing collaboration of the stakeholders and
a common method of solving problems.
The ability to solve emerging project problems through
established framework in a collaborative manner are defining
features of any RBP method. RBP recognizes that all contracts
involve some sort of relationship as anchored in the family set-
up. The relationship within the contractual agreement can be
transactional where the project owner adopts a hands-off or
hands-on like in the RBP where the owner actively participates
in the decision-making process. The project owner collaborates
with the appointed delivery team for the delivery of key result
areas (KRA).
The central cores in the RBP taxonomy are the components for
delivering the anticipated outcomes of the project. According to
Walker & Walker (2014), the cores are surrounded by elements
that are useful in explaining various forms of RBP. Each RBP
version has unique characteristics of the elements that fall
within the general similarity such that when the elements are
viewed holistically, they can aid in identifying the specific
dimensions of the RBP form. Wittgenstein’s idea of RBP
encompasses 16 elements that interact to influence the outcome
of a project. Project delivery aimed at achieving defined project
KRAs is supported by the 16 elements. At the base of the model
are elements that provide the guidance on how the RBP form
would operate.
Motivation and Context: The motivational and context elements

define how the collaboration process. The focus of the project
manager should be to deliver on the best value aspect of the
project rather than focusing on cost control. It spells out the
best value that the process aims to achieve, evaluation of known
risks, the emergence recovery path and the relational rationale
among other factors. These factors are defining motivators that
are likely to shape the logic that the stakeholders and the
project team in particular, will adopt during the collaborative
process. Another important element in the RBA model is the
Joint governance structure.
Joint Governance Structure: This structure defines how the
decision-making process will be done throughout the project.
The purpose of the governance structure is to establish the
management structure that delivers on decisions that are robust,
logical, and repeatable. For example, the governance structure
would define the roles of the project manager and the
responsibilities of project partners in the collaborative system.
It is through the governance structure that the organization
establishes the approach to conducting internal activities. It also
defines the best value strategy that hinges on the stated KRAs
and the key performance indicators (KPI).
The integrated risk mitigation strategy: The risk mitigation
strategy is an element within the RBA model that guides the
risk sharing approach among the stakeholders in the project.
Project partners establish their share of inherent risks in the
project and the actions that will be taken by each stakeholder in
mitigating the risks. The risk mitigation strategy also
establishes the integration of the system in such a manner as to
limit the occurrence of potential risks. Walker & Walker (2014)
further elaborate on the joint communication strategy as an
element of the RBP model.
The Joint Communication Strategy: The joint communication
strategy spells out the integrated communication platform that
will be used during the project implementation process.
Communication process is a central element in the contract
negotiation process and it is important for the project manager

to establish the necessary platform that will guide the process of
communication between the project owner and the project
delivery team.
The Substantial Co-Location: The substantial co-location
element establishes in the contract negotiation process where
the resources that would be used in the project would be
located. Collocation refers to the centralization of the project
resources in one location to ease access and management of the
critical material resources. The Wittgenstein’s idea of the RBP
model envisions these five elements as the platform foundation
facilities for the model. The second and equally important
component of the RBP model comprises five elements that
shape the behavior of stakeholders in driving normative
practices to strengthen collaborative efforts.
Authentic Leadership: This refers to the wisdom, pragmatism,
and spirit of the project leadership. The project manager who
leads the project delivery process must demonstrate these
qualities when making decisions and when interacting with
other team players. Another behavioral element in the RBP
model is the trust-control balance.
Trust-Control Balance: This element establishes the level of
autonomy in decision-making process for the stakeholders. It
clarifies the extent to which individual team players can be
entrusted to make certain decisions that impact the project
outcome. Trust is an important aspect in contract negotiation as
it minimizes suspicion among stakeholders that might delay the
project timelines. Trust-control balance also extends to
establishing workplace culture that promotes health and safety,
relationship building and forms of trust.
Commitment to Innovate: The commitment to being innovative
during the project life is a crucial element. The project manager
must seek innovative ideas that would be critical in delivering
desirable outcomes. It is also critical that every team member
demonstrates a commitment to continuous improvement in their
productivity. Cultural demand requires hiring highly motivated
and skilled individual for the project team. Innovative ideas are

tested and prototypes tested during the evaluation of this
element. High level of intensity demonstrated for these
behavioral factors is critical for promoting the level of
collaboration in the RBP model. On the other hand, if the level
of intensity shown for these elements is low then the
collaboration platform in the RBP model would be considered to
be minimal.
The Common Culture and Mindset: The common culture and
mindset appropriate for the project outcomes is an important
element in the behavioral aspect of the RBP model.
Wittgenstein posits that as a family, projects must advance a
common culture and mindset. According to Walker & Walker
(2014), the project manager and team must align common goals
toward realizing the overall KRAs. The project manager must
also establish performance measurement and output levels
within the project team, challenge members toward seeking
excellence in the service delivery and recruit necessary support
staff.
No-Blame culture: The project manager establishes the rationale
for establishing a no-blame culture within the project team. No
blame refers to each player in the project delivery team to
assume a common responsibility toward for the success and
failures of the project (Lloyd-Walker & Walker, 2015). The
project manager can achieve this objective by building a team
spirit and designing outcomes based on collaborative activities.
The project manager should encourage project team members to
acknowledge potential problematic situations early to avoid
shifting blame on others.
Consensus decision-making: consensus refers to the extent on
which decisions regarding operational and strategic planning are
agreed by all executive team members. The project team can
attain a consensus decision-making process by engaging in
elaborative and extensive discussions on important issues.
However, undue elaborative process may compromise the
project timelines (Lloyd-Walker & Walker, 2015). In this
regard, the team may focus on making project goals clear while

leaving the means of delivering the aims vague in the interest of
time. The project manager should also adopt a collaborative
leadership style when dealing with other team players.
Focus on learning and continuous improvement: continuous
improvement entails delivering projects that can be used as
compelling examples for best project practice and where teams
can use it as reference for continuous improvement. The project
manager should impress upon the team to prioritize KRA and
KPIs as success factors. Project participants should adopt the
culture of learning on-job and improving their productivity.
Incentive Arrangement: incentives refer to the process of
establishing the mechanism for sharing project gains and project
losses. The project manager should establish a risk and reward
structure for the project team. Team should be encouraged
during the early contract negotiation process to put the
profit/loss sharing structure that recognizes total project
delivery outcomes (Lloyd-Walker & Walker, 2015).
Pragmatic Learning-in-Action: the project team leadership
should approach the project work as a learning opportunity. The
team remains aware that for the project to succeed there would
be a need to collaborate, discuss and analyze project variables
as a team. Often, unexpected opportunities may arise in the
course of the project life and teams should be ready to exploit
these opportunities as a learning curve (Lloyd-Walker &
Walker, 2015). Pragmatic learning-in-action can be achieved
through conscious experimentation on important issues and a
readiness to learn if the experiments fail. Failures are seen as an
opportunity to approach the issue at hand from a different
perspective in light of the lessons learnt from the failures.
Transparency and Open-Book Practices: Transparency refers to
the extent to which project leaders are willing to be scrutinized
for their decision-making processes. Project tea, leaders should
be receptive to regular scrutiny and audits. To encourage
transparency, the team should have trust in the team performing
audits not to take undue advantage of their privileged access to
information. However, it is important for all stakeholders to

adhere to both ethical and legal principles for this element to be
enforceable. Unethical practices would breed resistance to
scrutiny. Equally important is the balance between hands-on and
hands-off approach to management adopted by the leadership
team (Lloyd-Walker & Walker, 2015).
Mutual Dependency and Accountability: This element seeks to
address collaboration effort that recognizes interdependency of
the decisions taken by the project team leaders. The purpose of
this element is to encourage unified efforts within the team
when communicating during the project processes. Leaders
ought to adopt team spirit that recognizes that all of them will
either win together or fail together and therefore a need to
remain in support of each other. Participants should counter
potential inhibitors to collaboration efforts.
Part B(10 Marks)
Claims and Damages report
Program Information
Program Name:Queensland Health Payroll Program
Date: Date of the current report
Project Ownership:Area responsible for the project
Prepared by:Name and project position
Distribution List:List of those receiving the report
Project1: Forward strategy for payroll system
The preferred form of procurement as an outcome from the
negotiation process for Project 1 proposed in the PPMP20011
Projects Negotiation and Conflict Report was Relationship
Based Procurement model.
The subthemes and KSAE’s that will best mitigate and reduce
project claims and damages are itemised in the following tables.
Platform Foundations (pp. 117-118)
Elements
KSAE’s to maximize the effectiveness (pp. 123-133)

1. Motivation and Context
Technical KSAE: The focus of the project team should be on
knowing the payroll system that would work best for
Queensland Health (QH). Care should be given to understand
how the adopted system works and what makes it work. This
knowledge would inform where to implement the chosen payroll
system and how it is likely to affect other parts of the payroll
system (Lloyd-Walker & Walker, 2015). The determination of
the system should also incorporate the appropriate time for
implementation after necessary pretesting. The priority at the
motivational level is to understand the technical aspects of the
system that would add value to the payroll outcomes.
Project Management KSAE: Additional processes that require
extra allocation of funds should be frozen. The focus should on
delivering a system that improves on value generation. Control
of costs associated with ballooning project expenses should be
curtailed. This process is achieved through adherence to budgets
and consensus decision-making if additional costs are to be
incurred.
Business
Solution
KSAE: QH should develop a clear vision for the payroll
system. The vision should establish what the system intends to
achieve. The vision should then be communicated to the project
team to guide planning and implementation phase (QH Payroll
Review Report, 2012).
Relational KSAE: QH and IBM should build an environment of
trust in the delivery of a sound payroll system. Authenticity of
the leaders suggests that what leaders say is actually what they

do.
2. Joint Governance structure
Technical KSAE: establish a link between QH financial system
upgrade and Payroll Portfolio Governance since the existing
interdependence between the two systems (QH Payroll Review
Report, 2012). Change business processes while focusing on
improving accuracy, timeliness, and decreasing the period for
retrospection and manual entry of data into the system.
Project Management KSAE: The project manager should Define
the roles and responsibilities of each stakeholder to ease
communication. Clearly defined roles would limit inter-party
conflict and build trust.
Business

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