Transcript Slide 1
Beyond Time, Cost and Scope: Negotiation Skills for Project Managers
Presented by Susan Dodia 4 May, 2010 Memphis PMI Chapter Meeting
Agenda
Negotiation Defined Interests versus Positions Expanding the Pie Preparing for Negotiation Successful Negotiation Styles Tips and Tricks One Text Procedure www.theproject-coach.com
What IS Negotiation?
Negotiate: to deal or bargain with another or others Compromise: a settlement of differences by mutual concessions Negotiation is the process of back and forth communication aimed at reaching agreement with others when some of your interests are shared and some are opposed. www.theproject-coach.com
What PMBOK 4 says
“Negotiation is a strategy of conferring with parties of shared or opposed interests with a view to compromise or reach an agreement. Negotiation is an integral part of project management and done well, increases the probability of project success.” Project Management Body of Knowledge, Fourth Edition, Appendix G, page 421 www.theproject-coach.com
Goals of Negotiation
Negotiate to produce a better agreement than what you can get without negotiating Produce a wise agreement, efficiently and amicably – seek to improve or at least not damage the relationship. Expand “the pie”, don’t just divide it. www.theproject-coach.com
Expanding the Pie means…
Approaching negotiation as joint problem solving to create outcomes that benefit both sides
The Pie
By seeking common ground with the other parties to come up with creative solutions www.theproject-coach.com
The Story of the Orange
Two children are fighting over an orange. There is one orange, and both of the children want it. One option is to compromise and cut the orange in half, but each child wants more than half the orange. Through creative problem solving, they invent an option that benefits each side more than compromising would. www.theproject-coach.com
Interests instead of Positions
Positions are WHAT we want Interests are WHY we want what we want Interests are based on needs, desires, fears and concerns We are more comfortable focusing on positions www.theproject-coach.com
Thanksgiving
My POSITION: I want to stay at home and have a “traditional” Norman Rockwell Thanksgiving in our home with our children. www.theproject-coach.com
Thanksgiving
My INTERESTS: I FEAR the holiday traffic I DON’T WANT dinner at the in-laws’ house www.theproject-coach.com
Thanksgiving
My INTERESTS: I have CONCERNS about dinner at my family’s house www.theproject-coach.com
Thanksgiving
My INTERESTS: I DESIRE to go shopping on Black Friday www.theproject-coach.com
Interests instead of Positions
Aim for integrative (mutual gains) bargaining instead of positional (win/lose) bargaining Don’t focus on stated positions, focus on satisfying their underlying interests For every interest, there are several possible solutions to satisfy it www.theproject-coach.com
Identifying Interests
Ask “Why”? Successful Negotiators ask three times as many questions as unsuccessful negotiators Ask “Why Not”? Figure out what is keeping them from accepting what you offer Realize that each side has multiple interests Invest the time to dig into their interests. (See handout for sample discussion.) www.theproject-coach.com
Creating Value: Expanding the Pie
You create value by trading what is of little value to you for what has great value to them The more issues are on the table, the easier it is to create value Avoid leaving value on the table by not recognizing opportunities to create value www.theproject-coach.com
Obstacles to Expanding the Pie
Premature judgment Searching for a single answer Thinking that solving their problem is “their problem” Assumption of a “fixed” pie www.theproject-coach.com
Techniques for Expanding the Pie
Build Trust and Share Information Identify Shared Interests Dovetail Differing Interests
Interests
progress versus tradition symbolic versus practical reputation versus results
Beliefs
Predictions Expectations Values
Value Placed on Time
Discount future value at different rates
Risk Tolerance
Risk-seeking versus risk avoiding www.theproject-coach.com
Techniques for Expanding the Pie
Look Through the Eyes of Different Experts
Sales
Introduction to customer, supplier or board member
Marketing
Participate in Advisory Council, White Paper, Case Study
Legal
Experience with HIPPA or SOX audit, brainstorm on new laws or regulations
Operations
Visit sites or plants, exchange best practices
Accounting/ Finance
Payment terms, timing of agreement www.theproject-coach.com
Techniques for Expanding the Pie
Unbundle the Issues Resource - Team lead on maternity leave Stability – code freeze constrains timeline Employee Satisfaction – respect time off on holidays Invent Agreements of Different Strengths If you can’t agree on substance, try to agree on procedure If you can’t make permanent agreement, try to make provisional agreement Separate Inventing from Deciding www.theproject-coach.com
Techniques for Expanding the Pie
Make Package Deals, not Single Issue Offers Think of The Triple Constraint Make Multiple Offers Simultaneously Door #1: Phase 1 4 weeks $25K Door #2: Phase 1+2 6 weeks $60K Door #3: Phase 1+2+3 15 weeks $75K www.theproject-coach.com
Preparation: Know Your BATNA
Best Alternative To a Negotiated Agreement Your BATNA is the standard by which you evaluate any offers Your BATNA is not your walk-a-way point Continuously work to improve your BATNA www.theproject-coach.com
Preparation Worksheet
Interests Leverage – what do you have that they want?
Goal – should be justifiably optimistic BATNA Walk-a-way point – the most you will give Opening offer – the highest offer you could reasonably explain to an independent 3 rd party www.theproject-coach.com
Preparation Worksheet
Possible concessions Legitimizing sources Market value Tradition Professional Standards Moral Standards Equal Treatment Reciprocity What a court would decide Scientific Judgment www.theproject-coach.com
Preparation Worksheet
Me Them*
Interests Leverage Goal BATNA Walk-a-way point Opening Offer Possible Concessions Legitimizing Sources www.theproject-coach.com
During the Negotiation Meetings
Be Optimistic People treat you better when they like you A good mood can be infectious A good mood promotes creative thinking which leads to creative problem solving Be Patient www.theproject-coach.com
Successful Negotiation Styles
Adversarial behavior is regarded by peers to be distinctly ineffective Three styles: Start low and be flexible Start high and be inflexible Most appreciated is start high and be flexible Ask three people to assess you www.theproject-coach.com
For the Overly Cooperative
Know your BATNA – focus on your goals, not your walk-a-way point Delegate the negotiation task Bargain on behalf of someone else Create an audience for accountability Rehearse saying “I need you to do better than that because…” not “Yes” Insist on commitment, not just agreements www.theproject-coach.com
For the Overly Competitive
Focus on expanding the pie, not just slicing it Ask more questions than you think you should Rely on standards and legitimizing sources Don’t haggle when you can negotiate Always protect the other party’s self esteem www.theproject-coach.com
Further Tips and Tricks
Preparation is your greatest advantage The more interests you identify for yourself, the greater your chances for reaching an agreement that pleases you Your goal should be specific, justifiable and reasonably optimistic Promptly reduce the agreement in writing yourself www.theproject-coach.com
Stuck in the Middle Again…
The One Text Procedure is useful when you are stuck between shareholders who can’t reach an agreement. The Project Manager acts as a neutral 3 rd facilitator or mediator. party The facilitator retains control of the document throughout the process. The facilitator will draw out each party’s interests, lead the group through expanding the pie and deciding on one course of action. www.theproject-coach.com
One Text Procedure, cont…
All the parties get a copy of the facilitator's draft, but they are not allowed to revise it or add to it.
All parties review draft of text and give feedback to the facilitator.
The facilitator drafts and seeks approval until they feel they can do no more to reconcile the interests of all parties.
At this point, the facilitator offers all parties the opportunity to say “Yes” or “No” to accept the draft. www.theproject-coach.com
One Text Procedure, cont…
If any party says “No”, the process will start over again. Advantages to the one text procedure are: Simplifies decision making as each party only has one decision to make: “Yes” or “No” Pressures parties to be reasonable Shifts the focus away from positional bargaining Very effective when there are many parties and mutual concessions are impossible www.theproject-coach.com
If You Only Remember 7 Things
Build Trust and Share Information Be Prepared Focus on Interests not on Positions Be Positive Look Through the Eyes of Different Experts Don’t think that Their Problem is “Their Problem” Protect the Self-Esteem of the Other Parties www.theproject-coach.com
Sources
Getting to Yes: Negotiating Agreement Without
Giving In, Roger Fisher, William Ury and Bruce Patton
Getting Ready to Negotiate: The Getting To Yes
Workbook, Roger Fisher and Danny Ertel The Mind and Heart of the Negotiator, Leigh L. Thompson
Getting Past No: Negotiating in Difficult
Situations, William Ury Project Management Body of Knowledge, 4th Edition www.theproject-coach.com
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