The document discusses three main contracting methods - design/build, traditional design-bid-build, and construction management. It provides definitions and descriptions of the key aspects and processes for each method. Design/build involves a single entity responsible for both design and construction. Traditional design-bid-build separates design and construction into sequential phases. Construction management utilizes a construction manager to administer the project on behalf of the owner throughout design and construction.
Presentation - Construction Contract Dispute ResolutionJustin DeMerchant
This document summarizes a presentation on dispute resolution in construction contracts. It discusses drafting clear and fair dispute resolution clauses that facilitate agreement, alternatives to litigation like mediation and arbitration, and best practices for settling disputes. Key points include outlining a logical escalation process in clauses, using clauses effectively by following processes and proper notice, and considering entitlement, valuation, risks, costs when determining whether to settle a dispute.
Construction site supervision aalecture one.Gebeyehu Worku
The document provides guidance on construction site supervision and inspection. It discusses key topics such as the definition and importance of inspection, the roles and responsibilities of inspectors, common defects in construction, and health and safety issues. The main points are:
1) Inspection aims to ensure quality, safety, and compliance with standards and specifications during construction projects.
2) Inspectors must have technical skills as well as strong communication, problem-solving, and analytical abilities.
3) Defects can occur due to poor workmanship, materials, or supervision, and inspectors must properly identify causes and recommendations.
4) Health and safety on construction sites is critical, as accidents often result from unsafe practices or conditions
This document outlines the course objectives and units of study for a Construction Planning and Scheduling course. The objective is for students to learn how to plan construction projects by defining work tasks, estimating durations and resource requirements, and using network diagrams to schedule activities and determine critical paths. Key topics covered include construction planning concepts, scheduling procedures and techniques using bar charts and critical path methods, cost control through budgeting and cash flows, quality control, safety, and organizing and managing project information using databases.
The document discusses various aspects of contract management processes. It covers contract formulation, negotiations, agreement, administration, implementation, changes management, claims, disputes and closing. Key aspects covered include defining a contract, its requirements, purposes, bases, entitlements and promises. The document also discusses contract types, formulation, administration including preparation, implementation, price and time variations, acceptance, and evaluation. Various contract documents, clauses and schedules are also outlined.
Presentation is trying to define the intent , content, methods and scope of arbitration and tendering and its implications for the architectural practice.
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
The document discusses three main contracting methods - design/build, traditional design-bid-build, and construction management. It provides definitions and descriptions of the key aspects and processes for each method. Design/build involves a single entity responsible for both design and construction. Traditional design-bid-build separates design and construction into sequential phases. Construction management utilizes a construction manager to administer the project on behalf of the owner throughout design and construction.
Presentation - Construction Contract Dispute ResolutionJustin DeMerchant
This document summarizes a presentation on dispute resolution in construction contracts. It discusses drafting clear and fair dispute resolution clauses that facilitate agreement, alternatives to litigation like mediation and arbitration, and best practices for settling disputes. Key points include outlining a logical escalation process in clauses, using clauses effectively by following processes and proper notice, and considering entitlement, valuation, risks, costs when determining whether to settle a dispute.
Construction site supervision aalecture one.Gebeyehu Worku
The document provides guidance on construction site supervision and inspection. It discusses key topics such as the definition and importance of inspection, the roles and responsibilities of inspectors, common defects in construction, and health and safety issues. The main points are:
1) Inspection aims to ensure quality, safety, and compliance with standards and specifications during construction projects.
2) Inspectors must have technical skills as well as strong communication, problem-solving, and analytical abilities.
3) Defects can occur due to poor workmanship, materials, or supervision, and inspectors must properly identify causes and recommendations.
4) Health and safety on construction sites is critical, as accidents often result from unsafe practices or conditions
This document outlines the course objectives and units of study for a Construction Planning and Scheduling course. The objective is for students to learn how to plan construction projects by defining work tasks, estimating durations and resource requirements, and using network diagrams to schedule activities and determine critical paths. Key topics covered include construction planning concepts, scheduling procedures and techniques using bar charts and critical path methods, cost control through budgeting and cash flows, quality control, safety, and organizing and managing project information using databases.
The document discusses various aspects of contract management processes. It covers contract formulation, negotiations, agreement, administration, implementation, changes management, claims, disputes and closing. Key aspects covered include defining a contract, its requirements, purposes, bases, entitlements and promises. The document also discusses contract types, formulation, administration including preparation, implementation, price and time variations, acceptance, and evaluation. Various contract documents, clauses and schedules are also outlined.
Presentation is trying to define the intent , content, methods and scope of arbitration and tendering and its implications for the architectural practice.
Chapter_2-Procurement and Contract management.pptxssuserc0bf9b
The document discusses procurement and contract management. It defines procurement as the purchase of goods, services, or works at the best price, delivery date, and legal terms through a competitive bidding process. Contract management involves contract planning, procurement management, and contract administration. It aims to ensure fair competition and fair distribution of obligations and rights among stakeholders. The document outlines different types of procurement and contract delivery systems including force account, design-bid-build, and design-build. It provides details on the processes, roles, advantages, and disadvantages of each type.
The document discusses various types of construction contracts including: lump sum contracts where the owner pays a specified amount upon completion; cost plus contracts where the owner pays the contractor's documented costs plus an additional fee; and integrated contracts where a single contractor is responsible for design and construction like design-build or turnkey contracts. Management contracts involve appointing a contractor to coordinate other subcontractors. Measurable and item rate contracts establish payment based on physical measurements or rates for units of work.
Contract management is the process of managing
contract creation
execution and
analysis to maximize operational and financial performance at an organization, all while reducing financial risk.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
This document discusses various aspects of contract management for construction projects including methods of work execution, types of contracts, and the tendering process. It describes executing work through amanat (directly by the owner) or through contracts. It outlines various types of contracts like lump sum, unit price, cost reimbursable, design-build, and BOOT/BOT. Finally, it explains the tendering process which involves preparation, tender notice, tender document, conditions of contract, prequalification, evaluation, and selection/award.
The document discusses the key stages of contract management including monitoring performance, change management, dispute resolution, and financial management. It emphasizes establishing clear contract terms, monitoring delivery timelines and quality, handling changes appropriately, addressing disputes through remedies or termination, and ensuring timely payments. Effective contract management helps ensure all parties meet their obligations under the agreement.
Lecture 1 introduction to construction procurement process.Aszahari Aie
This document provides an overview of construction procurement processes at Universiti Tun Hussein Onn Malaysia. It discusses the key stages in the procurement process including:
1) Pre-construction stages such as project initiation, feasibility studies, design, and tendering.
2) Construction stages including the construction and commissioning/handover phases.
3) Important elements of a project brief which outlines the client's requirements and a feasibility study which develops preliminary designs and cost estimates to determine if a project is viable.
The procurement process aims to satisfy client needs through acquiring construction projects using various procurement methods and contract types while considering factors like costs, schedules, and quality.
The document discusses various types of construction contracts, including lump sum, item rate, labour, material, percentage rate, cost plus, and turnkey contracts. It describes key elements that should be included in a construction contract agreement, such as a description of the work, payment procedures, completion dates, signatures of parties, and references to other contract documents like drawings and specifications. Disputes are typically resolved through arbitration according to the legal requirements in the contract documents.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
Training Slides of An Overview of the FIDIC FORMS OF CONTRACTand Contracts Committee Activities .
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Learn the best way to start managing commercial contracts. Go from contract files and spreadsheets to an effective, efficient, and profitable contract management system.
Topics covered include:
- What is a contract?
- Why contract management matters
- Turn text to data
- Deal with documents
- Contract portfolio management
- Contract management systems
Clear, practical recommendations to get you started.
This document discusses contract management principles and practices. It defines a contract as a voluntary and legally binding agreement between two or more parties. Contract management involves creating, executing, and analyzing contracts to maximize performance while reducing risk. It also includes negotiating terms, ensuring compliance, and documenting changes. The document outlines the key elements of a contract as well as common contract types like fixed price, cost reimbursable, and time and material. It also describes the major phases of contract preparation, award, and administration. Tips provided for effective contract management include reading contracts thoroughly, establishing monitoring protocols, managing issues and variations, and documenting lessons learned.
The document discusses the bidding process for construction projects in Canada. It explains that the bidding process must comply with Canadian tender law. The tender authority, which can be the project owner or a third party, is responsible for administering the tender process, including issuing the call for tenders, tender documentation, and evaluating bids. Contractors must submit a complete bid by the deadline to be considered compliant. The document outlines the roles and responsibilities of the general contractor if selected. It also provides guidance for cost estimators on preparing a bid, including reviewing project scope and developing an estimating plan.
#FIDIC Understanding Basics# By SN Panigrahi
Essenpee Business Solutions
FIDIC Golden Principles
FIDIC essential characteristics of its general conditions of contract
Essenpee Knowledge Series
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
This document defines different types of construction contracts and summarizes their key aspects. It discusses lump sum, unit price, cost plus, and other contract types. For each type it provides an overview of how payment is determined, as well as advantages and disadvantages from the perspective of owners and contractors. The goal of different contract types is to appropriately allocate risk between owners and contractors for a given project scope, schedule and budget.
The document provides an overview of key construction documentation topics including:
1) Obtaining work through various contract types such as competitive bid, design-build, and construction management.
2) The components of a project manual including drawings, specifications, contract documents and addenda.
3) Requirements for documentation of activities, circumstances, meetings and correspondence throughout the project.
- Having a brief of FIDIC
- Understand the steps and stages of Contract Management Using FIDIC.
- Understand the Role of PM during construction project to protect the organization Business case.
This document provides an overview of negotiation and mediation. It defines negotiation as a process where parties with opposing preferences discuss issues to try and reach agreement, while mediation involves one or more third parties assisting in the discussion.
Key points made include:
- Negotiation and mediation are two of the main procedures for dealing with opposing preferences, along with struggle and arbitration.
- Mediation consists of negotiation assisted by a neutral third party, with the goal of helping disputing parties voluntarily reach their own settlement.
- Effective mediators employ strategies like facilitating communication between parties, controlling aspects of the negotiation process, and using incentives to shape outcomes.
This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
The document discusses various types of construction contracts including: lump sum contracts where the owner pays a specified amount upon completion; cost plus contracts where the owner pays the contractor's documented costs plus an additional fee; and integrated contracts where a single contractor is responsible for design and construction like design-build or turnkey contracts. Management contracts involve appointing a contractor to coordinate other subcontractors. Measurable and item rate contracts establish payment based on physical measurements or rates for units of work.
Contract management is the process of managing
contract creation
execution and
analysis to maximize operational and financial performance at an organization, all while reducing financial risk.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
This document discusses various aspects of contract management for construction projects including methods of work execution, types of contracts, and the tendering process. It describes executing work through amanat (directly by the owner) or through contracts. It outlines various types of contracts like lump sum, unit price, cost reimbursable, design-build, and BOOT/BOT. Finally, it explains the tendering process which involves preparation, tender notice, tender document, conditions of contract, prequalification, evaluation, and selection/award.
The document discusses the key stages of contract management including monitoring performance, change management, dispute resolution, and financial management. It emphasizes establishing clear contract terms, monitoring delivery timelines and quality, handling changes appropriately, addressing disputes through remedies or termination, and ensuring timely payments. Effective contract management helps ensure all parties meet their obligations under the agreement.
Lecture 1 introduction to construction procurement process.Aszahari Aie
This document provides an overview of construction procurement processes at Universiti Tun Hussein Onn Malaysia. It discusses the key stages in the procurement process including:
1) Pre-construction stages such as project initiation, feasibility studies, design, and tendering.
2) Construction stages including the construction and commissioning/handover phases.
3) Important elements of a project brief which outlines the client's requirements and a feasibility study which develops preliminary designs and cost estimates to determine if a project is viable.
The procurement process aims to satisfy client needs through acquiring construction projects using various procurement methods and contract types while considering factors like costs, schedules, and quality.
The document discusses various types of construction contracts, including lump sum, item rate, labour, material, percentage rate, cost plus, and turnkey contracts. It describes key elements that should be included in a construction contract agreement, such as a description of the work, payment procedures, completion dates, signatures of parties, and references to other contract documents like drawings and specifications. Disputes are typically resolved through arbitration according to the legal requirements in the contract documents.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
05 Project Monitoring & Cost Controlakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Managing infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to highlight some of the successful projects.
Training Slides of An Overview of the FIDIC FORMS OF CONTRACTand Contracts Committee Activities .
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Learn the best way to start managing commercial contracts. Go from contract files and spreadsheets to an effective, efficient, and profitable contract management system.
Topics covered include:
- What is a contract?
- Why contract management matters
- Turn text to data
- Deal with documents
- Contract portfolio management
- Contract management systems
Clear, practical recommendations to get you started.
This document discusses contract management principles and practices. It defines a contract as a voluntary and legally binding agreement between two or more parties. Contract management involves creating, executing, and analyzing contracts to maximize performance while reducing risk. It also includes negotiating terms, ensuring compliance, and documenting changes. The document outlines the key elements of a contract as well as common contract types like fixed price, cost reimbursable, and time and material. It also describes the major phases of contract preparation, award, and administration. Tips provided for effective contract management include reading contracts thoroughly, establishing monitoring protocols, managing issues and variations, and documenting lessons learned.
The document discusses the bidding process for construction projects in Canada. It explains that the bidding process must comply with Canadian tender law. The tender authority, which can be the project owner or a third party, is responsible for administering the tender process, including issuing the call for tenders, tender documentation, and evaluating bids. Contractors must submit a complete bid by the deadline to be considered compliant. The document outlines the roles and responsibilities of the general contractor if selected. It also provides guidance for cost estimators on preparing a bid, including reviewing project scope and developing an estimating plan.
#FIDIC Understanding Basics# By SN Panigrahi
Essenpee Business Solutions
FIDIC Golden Principles
FIDIC essential characteristics of its general conditions of contract
Essenpee Knowledge Series
This document provides an overview of project procurement and contract management. It discusses key concepts like procurement management processes, contract administration, claims management, and payment processes. The procurement life cycle includes planning procurement, conducting procurements through bidding and selection, controlling procurements by managing vendor relationships and performance, and closing procurements upon completion. Effective contract and claims management aims to prevent and resolve disputes in a fair manner.
This document defines different types of construction contracts and summarizes their key aspects. It discusses lump sum, unit price, cost plus, and other contract types. For each type it provides an overview of how payment is determined, as well as advantages and disadvantages from the perspective of owners and contractors. The goal of different contract types is to appropriately allocate risk between owners and contractors for a given project scope, schedule and budget.
The document provides an overview of key construction documentation topics including:
1) Obtaining work through various contract types such as competitive bid, design-build, and construction management.
2) The components of a project manual including drawings, specifications, contract documents and addenda.
3) Requirements for documentation of activities, circumstances, meetings and correspondence throughout the project.
- Having a brief of FIDIC
- Understand the steps and stages of Contract Management Using FIDIC.
- Understand the Role of PM during construction project to protect the organization Business case.
This document provides an overview of negotiation and mediation. It defines negotiation as a process where parties with opposing preferences discuss issues to try and reach agreement, while mediation involves one or more third parties assisting in the discussion.
Key points made include:
- Negotiation and mediation are two of the main procedures for dealing with opposing preferences, along with struggle and arbitration.
- Mediation consists of negotiation assisted by a neutral third party, with the goal of helping disputing parties voluntarily reach their own settlement.
- Effective mediators employ strategies like facilitating communication between parties, controlling aspects of the negotiation process, and using incentives to shape outcomes.
This document discusses negotiation reflection and strategies for effective negotiation. It provides tips for being well-prepared, sticking to principles, not being intimidated, acknowledging strengths in other proposals, controlling the negotiation process, and finding common ground. Successful negotiation requires careful consideration of all elements, keeping perspective, and fairness. Different approaches to negotiation are discussed, including competitive, cooperative, and compromise approaches.
The document provides an overview of key concepts and strategies for effective negotiation. It outlines three program objectives related to understanding different negotiation approaches, planning for negotiation sessions, and practicing techniques. Several definitions of negotiation are presented, focusing on getting what you want from others through discussion and compromise. Signs that a negotiation is proceeding well or poorly are discussed. The document also covers basic components of negotiation including preparation, objectivity, strategy, and technique. It promotes being reasonable and flexible.
Negotiation PowerPoint Slides include topics such as: basic components of negotiation, questions to ask, identifying the issues, assembling the facts, negotiation success strategies, techniques, and tactics, pros and cons of various negotiation approaches, 22 characteristics of effective negotiation, mediation, arbitration, maximizing your appearance and mannerisms, how to's and much more.
This document discusses various aspects of negotiation including definitions, strategies, tactics, and preparation techniques. It addresses broad definitions of negotiation, developing language for negotiation, different types of issues that may arise, and strategies parties can use including compromise, competing, collaborating, and integrating. It emphasizes the importance of preparation including understanding stakeholders' interests, determining your best alternative to a negotiated agreement, and using tools like BATNA and BUILDER for organizing relevant information.
This document provides an overview of organizational behavior concepts related to conflict and negotiations. It begins with learning objectives focused on understanding the different types and causes of conflict, and how to manage it effectively. It also covers the stages of negotiation and how to avoid common mistakes. The document then defines different types of conflict and discusses causes and outcomes. It provides strategies for managing conflict, such as changing team structures or problem solving. It also discusses different conflict handling styles and their appropriate uses. The document concludes by covering negotiation strategies and ethics.
1. The document discusses the importance of creating a sense of safety in negotiations in order to have productive discussions and reach mutually agreeable solutions. It states that all parties negotiate to attain or maintain a position of safety.
2. It recommends focusing negotiations on solving real problems, addressing past issues, listening to understand other perspectives, proposing solutions to resolve pain points, and appealing to the other side's self-interest. This helps make the other party feel comfortable and open to agreement.
3. Additionally, it advises negotiating with the right decision-makers at the right time, using strategic planning and tactical questions, and building competence through consistent delivery rather than just relationships. This establishes safety through addressing core needs and interests
DUE ASAP THANKS(NO special format or pages jsut replis or feedbacks .docxemersonpearline
DUE ASAP THANKS(NO special format or pages jsut replis or feedbacks to each post..thanks)
POST 1:
After reading this weeks chapter, collective bargaining is essentially a negotiation and comprised of four parts, identifying the issues, researching, strategizing and setting ground rules. (Seaquist, 2015) In my opinion of the one step that would be most important would be the identifying the issues. You need a clear cut idea of what the issues are and where you plan to go with all of this "Since the end product of collective bargaining is the actual agreement, it is essential to first identify what collective bargaining should accomplish. This is referred to as identifying the issues.". Without clarity you could be arguing for nothing and that is where you will wind up and no resolution to anything. Identify what is wanted and /or wrong and then as they say do the research to know where you are going with this. As I stated before, without this step, things would become primarily useless as there is no guidance as to what the main issues are. Such as in this article it describes Mandatory Bargaining Issues as "An employer doesn't have to bargain over every conceivable employment issues. However, employers must bargain with the union over issues that are central to the employment relationship, such as wages, hours, and layoff procedures. Employers must give the union advance notice of any proposed workplace changes that involve these issues, if the union requests it. An employer who refuses to bargain or takes unilateral action in one of these mandatory bargaining areas commits an unfair labor practice."(Guerin, L.2015).
POST 2:
The process of collective bargaining relies on the effective preparation to make sure everything is in place to facilitate a successful bargaining process. The key steps in the collective bargaining process are preparation, discussion, bargaining, and settlement. Each step plays signification role in determining the outcome of the bargaining process.
Preparing for collective bargaining is crucial to the successful outcome of the process. It involves selecting the members of the negotiation team. The team should comprise people who possess extensive knowledge and adequate negotiation skills. The representatives of the union and the company take time to evaluate their goals at this stage. They should all ascertain if there is any valid reason for negotiation. It is imperative for members of the negotiation team to understand the current state of compensation, working conditions, and promotion strategies. It is the knowledge that is crucial to the success of the bargaining process.
The most step in the collective bargaining process is the first step, which is preparation. Negotiation is characterized by discussions and proposals to enable both parties to reach a common point. Effective preparation gives the negotiation team an edge because they understand the goals of the negotiation. It prepares both physically and p.
The document discusses communication and negotiation. It defines communication as the process of sharing ideas and information between individuals and groups. Effective communication is important for management functions like decision-making, planning, and controlling. The document then discusses the communication process and its role in organizational control. It also explains the negotiation process and important concepts like interests, alternatives, and relationships. Key negotiation strategies from books like Getting to Yes and Never Split the Difference are summarized. Finally, the document emphasizes that effective communication is critical for successful negotiation.
The results delivered by projects usually depend upon what you negotiate. Successful project leaders explore a perspective, principles, tools, and recommendations to achieve better results through the power of negotiations. They avoid being set up for failure by recognizing and developing skills that lead to greater success. Negotiating is fun…and is productive. Everything is negotiable, both at work and in everyday lives. It is in our best interests, and for your team and organization, that you embrace negotiating as a requisite skill…and implement it dutifully. This presentation was developed and delivered by Randy Englund as part of the Cadence Distinguished Speaker Series Webinars. For more information, visit http://www.cadencemc.com.
This document provides an overview of a presentation on dialogue and deliberation within companies. The presentation is divided into 7 parts that will discuss: 1) introducing the concepts of dialogue and deliberation, 2) the dialogue and deliberation program, 3) the steps of the process, 4) when it can be used, 5) guiding principles, and 6) conditions for success. It also describes a game where attendees role-play discussing going to the beach vs. countryside for holidays to demonstrate dialogue vs. debate approaches.
The document discusses various techniques for decision making ranging from simple to more sophisticated methods. It begins by outlining three levels of decision making - strategic, tactical, and operational - based on importance and impact. It then describes several techniques for structuring decision making processes, including using T-charts to list pros and cons, PMI (Plus, Minus, Interesting) analysis, and Buriden's Ass method for decisions with equally attractive options. The document provides examples and worksheets for applying these techniques to hypothetical decisions.
Business communication and soft skills 4vibuchandran
This document discusses group discussions and provides information about what a group discussion is, the skills needed to succeed in a group discussion, and the types of group discussions. It begins by defining a group as a collection of individuals who work together towards common goals, and a discussion as an exchange of information between two or more people. It then explains that group discussions are used by organizations to evaluate candidates and involve giving a topic to discuss as a group. Key skills identified for group discussions are communication skills, cooperation skills, leadership qualities, analytical skills, subject knowledge, and attitude/confidence. The document also lists the main types of group discussions as knowledge-based, abstract, controversial, and opinion-seeking. It emphasizes listening actively, having clarity
Getting to Yes! Negotiating Agreement Without Giving In - Summary - MemoJustin Fenwick
"Separate the people from the problem."
Members of the Harvard Negotiation Project, Fisher and Ury focused on the psychology of negotiation in their method, "principled negotiation," finding acceptable solutions by determining which needs are fixed and which are flexible for negotiators.
"Focus on interests, not positions."
"Invent options for mutual gain."
"Insist on using objective criteria."
"Know your BATNA (Best Alternative To Negotiated Agreement)"
Reaching Decision Makers - Brian Groth - Feb 2015Brian Groth
Tips to:
1. Discover the decisions to be made, who approves & who signs
2. Earn the right to talk to the CxO
3. Sound like the CxO
4. Choose the right “champion”
This document discusses negotiation strategies and techniques. It begins by defining negotiation as a process that occurs when parties allocate scarce resources. It then outlines the objectives of learning about negotiation approaches and strategies, communication techniques, and practicing skills. The document differentiates between distributive and integrative negotiation. It also covers the negotiation process, individual differences, third party roles, and issues that can cause conflicts like the Kashmir, Syria, and Iran nuclear disputes.
Negotiation Power Skills Applied in Library Services ManagementShirley Ingles-Cruz
“Negotiation is a process of forming an agreement on how two parties should proceed and act in accordance with a potential trading agreement or customer/supplier relationship. (sales-evaluation.com)
“Negotiation is a field of knowledge and endeavor that focuses on gaining the favor of people from whom we want things.” (Cohen, Herb)
This document provides an overview of negotiation strategies and best practices. It discusses preparing for negotiation by understanding your interests and those of the other party. During negotiation, the key is to focus on interests rather than positions, listen actively, and be willing to find alternative solutions. Successful negotiations lead to consensus and maintain positive relationships between parties for future discussions. Gender differences in negotiation styles are also addressed. The overall message is that effective negotiation requires preparation, active listening, focusing on interests, finding mutually agreeable solutions, and maintaining good working relationships.
This document provides an overview of negotiation strategies and best practices. It discusses preparing for negotiation by understanding your interests and those of the other party. During negotiation, the key is to focus on interests rather than positions, listen actively, and be willing to find alternative solutions. Successful negotiations lead to consensus and maintain positive relationships between parties for future discussions. Gender differences in negotiation styles are also addressed. The overall message is that effective negotiation requires preparation, active listening, focusing on interests, finding mutually agreeable solutions, and maintaining good working relationships.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
Project Negotiations
1. The Basics of Negotiation
November 29, 2013
Business Negotiation, BU, ITT-Tech, Wyoming Campus
The Basics of
Negotiation
The process of Negotiations
Chuck Thomas PMP
11/29/2013
2. The Basics of Negotiation
November 29, 2013
Table of Contents
Introduction .............................................................................................................................................................. 1
Negotiate................................................................................................................................................................... 1
The Processes .......................................................................................................................................................2
Planning Process...................................................................................................................................................3
Initiation ...........................................................................................................................................................3
Stakeholder planning ........................................................................................................................................3
Knowing One‟s Self Planning ..........................................................................................................................4
Logistical planning ...........................................................................................................................................4
Strategic Planning .............................................................................................................................................5
Execution Process.................................................................................................................................................5
Opening Process ...............................................................................................................................................5
Hard Barging Process .......................................................................................................................................6
Closing Process ................................................................................................................................................7
Lessons Learned ...............................................................................................................................................8
Pitfalls ...................................................................................................................................................................8
Conclusion ......................................................................................................................................................... 12
References: ........................................................................................................................................................ 13
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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3. The Basics of Negotiation
November 29, 2013
Introduction
Project Managers need to know all the process of negotiation as well as they know the processes laid
out in the Project Management Body of Knowledge. (PMBOK). 90% of a project managers job is
communication. A lot of that is negotiating with employees, SMES, Sponsors, Suppliers and
Governmental Agencies. In this paper I lay out the processes as I understand them from my life
experiences and studying. It is my attempt to make the negotiating process more understandable. If
these processes are followed they should lead to a mutually conclusive ending to all negotiations. I also
have covered many of the pitfalls that project managers make when entering into a negotiation.
Negotiate
We negotiate every day of our lives. Almost every interaction with other requires some kind of
negotiation. “All of us negotiate many times a day,” Five Thing Every Project Manager should Know
about Negotiations, By William T. Croddock, edD, PMP, PE, President, Craddock & Associates, Inc
PMI White paper. Will you hold the door for the person you‟re entering the building with or will they?
Before we can talk about how to negotiate we need to know what it means to. In my studies I have
found several definitions for negotiation:
“A formal discussion between people who are trying to reach an agreement: an act of
negotiating” Merriam-Webster Dictionary
“the process of communicating back and forth for the purpose of reaching a joint agreement
about differing needs or ideas” How to Negotiate Anything with Anyone Anywhere around the
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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4. The Basics of Negotiation
November 29, 2013
World, New York: AMACOM, Acuff,F.L. (2008)
“a process by which we attempt to persuade people to give us something we want in exchange
for something else” International Negotiating; A Primer For American Business Professionals,
By Kublin, M New York: International Business Press
“a process of potentially opportunistic interaction by which two or more parties, with some
apparent conflict, seek to do better through jointly decided action then they could do otherwise”
The Manger As Negotiator; Bargaining For Cooperation and Competitive gain. By Lax, D.A.,&
Sebenius, J.K, New York: The Free Press
One thing that all the definition have in common is that Negotiating is a process, much like project
management, negotiating is a temporary endeavor undertaken to solve an Issue, opportunity or
challenge between two (2) or more parties. Negotiating is iterative through the life of a project.
The Processes
As in the project management, in negotiations there are all so process groups to negotiating and no one
process is less important than the others. There are three (3) process groups in Negotiations,
Planning (pre-meeting)
Engagement (meeting)
Closing. (post-meeting)
o Five Thing Every Project Manager should Know about Negotiations, By
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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5. The Basics of Negotiation
November 29, 2013
William T. Croddock, edD, PMP, PE, President , Craddock & Adociates, Inc
PMI White paper
These processes have similarities to the five (5) process groups described in the PMBOK® Guide,
Initiating, Planning Executing, Monitoring and Controlling and closing.
Planning Process
The Planning process of Negotiating is much like that of the Initiating and Planning process of project
management.
Initiation
As in the initiation process of project management, we must know are business case, what are we
negotiating? During this part of the planning phase it is very important to ask questions, about the issue
to be negotiated, you will need to look at it from as many different prospective, so that you can see the
best outcome for all involved. “Know your BATNA (your Best Alternative To a Negotiated Agreement)
This is the standard against which any proposed agreement should be measured” Getting To Yes
Negotiating Agreement without Giving In, By Roger Fisher and William Ury,
Stakeholder planning
We must know who the stakeholders are in the negotiations and what they would like the outcome to
be. Before going into a negotiation, you will need to know what if there are any organization
environmental factors that need to be considered, what you company will or will not allow. Know
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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6. The Basics of Negotiation
November 29, 2013
what you can give and what you must have. You also need to know what the other parties need from
the negotiations.
Knowing One’s Self Planning
Know thy Self: Know your strengths and weaknesses, and know those of the other parties in the room
with you.
Are you a good orator?
Are you good at presentations?
Do you have a poker face?
Do you work better with a large group or small?
Do you work better in a large setting or small?
Are you better with electronic media or print?
Know the answers to these questions and more will help in the next step.
Logistical planning
Planning the meeting, in the last step we ask you to know yourself, now you may understand why.
When planning the meeting itself, take into consideration what you know of yourself. If you are not a
good orator have someone else give the opening statements, if you like big rooms set the meeting in
one, if you like small groups limit the numbers of participants. Work out all the logistics of the meeting
before hand, what is and out of scope of the meeting, what will be on the agenda, how long the meeting
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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7. The Basics of Negotiation
November 29, 2013
will take place.
Strategic Planning
Plan your strategy, “determining the approach and techniques to us during the negotiation to obtain the
best possible results” Project Negotiations – Deal yourself a Winning Hand, by Joseph a Lukas PMP,
PE, CCE and Janice F Lukas, MSEd, PMCenters USA.. PMI White paper “The Gambler,” Kenny
Rogers says “ if you are going to play the game ya gotta learn to play it right. You gotta know when to
hold „em, know when to fold „em, know when to walk away and know when to run.” During this
phase determine, who will go first, how much you will lay out on the table, what you will do if things
get to heated, what will you opening offer be, what is a deal breaker.
Know you are ready to execute.
Execution Process
The execution process had three (3) process‟ itself and is a lot like the execution and monitoring and
controlling process in the PMBOK. The three (3) processes are, opening, hard barging and closure
process. This is where the real work begins, if you have done the Planning phase well, you should be
ready for anything that happens here
Opening Process
There are three stages to this phase, settling, opening and discussion. These stage work to help reduce
stress in the negotiations.
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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8. The Basics of Negotiation
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Settling
This the time before the meeting starts when people are in the room visiting, introduction are being
made, detail like time limits, breaks, refreshment arrangements are all announced. “ If a settling stage
is not allowed, people can be too tense in unfamiliar surroundings and can become defensive or
aggressive” Negotiating With Authority –The Art of the Deal, By Samuel T. Brown, III, PMP, Global
Knowledge Training ,Inc. PMI White paper
Opening
This start with everyone taking their seats and the formal agenda it set, the objectives of the meeting
are discussed and everyone comes to the understanding of what is to be accomplished in the
negotiations.
Discussion
This is where each side presents it opening offers, it is important here to make all the participants feel
valued. Listen to all participants, ask clarifying questions to test assumptions. This is crucial step make
sure not to ask for to much or give too much away at this early point. By asking for too much you can
offend the other participant, by asking for too little you can reduce your ability to bargain for what you
need. This is where knowing what the other participants want or need will help you.
Hard Barging Process
This is where the parties in the negotiations start working their strategic plan as they explore possible
outcomes; this is the give and take part of the process, where all parties work for a mutually acceptable
agreement. There are two (2) processes here, Elimination and Crisis, all though if all parties have done
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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9. The Basics of Negotiation
November 29, 2013
their homework hopefully the crisis process can be eliminated.
Elimination
This is the give and take, normally starting the minor issue, those that can be easily agreed upon then
working toward the harder issues, this is when you “need to know when to hold 'em and know when to
fold 'em ” “The Gambler” Kenny Rogers. Never give something without getting something, remember
you are working for mutually acceptable agreement.
Crisis
This phase happens when the parties think they may have or have reached an impasse. There are a few
reasons that this might occur. One of the parties may not have the authority to make a certain decision,
emotions might be running high, Major points may have not be put on the agenda or new issue arise
that where not previously discussed. If all parties have done their homework the hope is the can be
avoided, If not this is when you will need to “know when to walk away”, walking away does not mean
all is lost, if there are issues that cannot be resolved in this meeting due to any of the afore mentioned
issue then you may choose to table them for a later date. It is important that all parties feel that the
negotiations are beneficial, so stepping back and taking stock may be what all involved may need to do.
Closing Process
This is the wrapping up process where all agreements are finalized, and immortalized in writing and
signed, this sounds simple right, but there are three (4) process to closing a negotiations , Agreement,
Summary, Drafting & Signing, and Lessons Learned.
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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10. The Basics of Negotiation
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Agreement
All trades and concessions have been made and an acceptable agreement is reached.
Summary
This is the where all trades and concessions are recapped and agreements are verified. Once this is done
and all parties have consented to the summary we move to the next process.
Drafting and Signing
Here we make note of the minutes of the meetings, Draft the proper documentation, send it out and
wait for everyone to sign off on it.
Lessons Learned
This when you sit down read over the minutes and the final documentation. From this you can evaluate
the process, see what went right and what went wrong and document it for future meetings. Simple
things like the temperature of the room, to knowing one of the persons involved is allergic to nuts.
Even more strategic things like who likes to go first or who holds their card to their chest and who lays
them out on the table.
Pitfalls
Now that we have talked about all the processes of negotiation, we will look at some of the pitfalls and
mistakes that are made mostly by project managers and talk about how to avoid them. In the paper
Project Negotiations – Deal yourself a Winning Hand, by Joseph A. Lukas PMP, PE, CCE and Janice F
Lukas, MSEd, PMCenters USA. The author says there are 10 common negotiating mistakes made by
project managers and they are as follows in no particular order
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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11. The Basics of Negotiation
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1. Lack of Planning
2. Neglecting to ask questions
3. Low aspirations or weak Negotiating skills
4. Making assumptions
5. Making low initial demands
6. Providing too much information
7. Making the first concession or large concessions
8. Losing focus during the negotiation
9. Reaching for a too quick settlement
10. Misusing power
In the paper Project Negotiations and Dealing yourself a Winning Hand the other give a definition of
each one of the mistakes. I am going to point out ways to avoid them.
1.
Lack of Planning
At the beginning of this paper we stressed how important it is to plan out everything. If you are not
prepared to start negotiations then postpone them. You will most likely not come out with a fair offer if
the other side has all the information. If postponing them all together is not an option then only
negotiate the points you are ready for, and table the rest for a later date even if there is cost involved in
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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12. The Basics of Negotiation
November 29, 2013
finishing the negotiation later. It most likely will be cheaper in the long run.
2.
Neglecting to ask Question
How can you plan properly if you do not ask question. Keep asking question till you have a full
understanding of the issues and what everyone involved would like out of the negotiations
3. Low Aspirations or Weak Negotiating Skills
If the any of the parties have low aspirations (no concern over the outcome) or weak negotiating skills,
that includes you, don‟t take advantage of the situation as the tables may be turned on you in the next
meeting. If you have weak negotiation skills take someone with stronger skills and let them lead the
charge. You may want to set up signals or step out of the room it static plans need to change.
4. Making Assumptions
This cannot be avoided in any negotiation, no party will give up all their information and therefore
some assumptions must be made prior to the meeting. To clear up or clarify your assumptions, go back
to mistake #2 ask questions.
5. Make Low Initial Demands
Making too low initial demands leaves you no place to go in the bargaining process, if you have asked
all the right questions and did all your planning you should be able to avoid this mistake.
6. Providing Too Much Information
By laying all your cards on the table, you put yourself in a position of weakness. This also can put you
in a “take it or leave it” situation which is not negotiating.
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13. The Basics of Negotiation
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7. Making the first concession or large concessions
Typically the person who give the largest or the first concession loses. Never give something without
getting something in return. Make sure you leave yourself enough room to get to the desired outcome.
A classic example of this mistake is when Neville Chamberlain, Prime Minister of England and Adolph
Hitler were negotiating over the territory of Czechoslovakia. Chamberlain, eager to avoid war, gave in
to all of Hitler‟s demands and we all know what followed…
8. Losing focus during the negotiation
Makes sure you are discussing the issues and not each other‟s positions. Separate the people from the
issue and try to work together for the common goal that was discussed in the opening of the
negotiations. Look at it from the other parties‟ point of view. But always keep in mind your goals.
Having a good plan and sticking to it will help keep you focused on the issue at hand.
9. Reaching a quick settlement
A skilled negotiator may be able to get a quick settlement, and if that is not you, it may not be in your
favor. Consider the car salesman, he is a skilled negotiator. You go in to buy a car, have done your
homework, and know what you want and what you want to pay. How often do you think the customer
actually wins when buying a car from a sales person? Not many, I would surmise. I spent 8 hours
negotiating with a car salesman before I closed the deal on my last car and I know I got a good deal,
but I do not know if I got the best deal. The sales person took me to my “walk away point” 3 times
before he conceded on the price.
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14. The Basics of Negotiation
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10. Misusing power
Remember to day you may have the power now, but tomorrow they may have the power. To use your
authority or your ability to reward or punish as a way to sway a negotiation will, 9 out of 10 times,
come back to you in the future and, generally, never in a good way. More negotiation will get done if
all feel like equals in the room.
Conclusion
This paper gives the basic processes of all negotiations. It lays out the three (3) main processes the
Planning, Executing, and Closing Processes. It breaks down these processes into their sub-processes. If
project managers follow the processes laid out here in they should be able to negotiate with employees,
SMES, Sponsors, Suppliers and Governmental Agencies. As well as being aware of the top ten
mistakes made by negotiators and ways that they may be mitigated or avoided.
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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15. The Basics of Negotiation
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References:
Attitude-Based Strategic Negotiation for Conflict Management in Construction Projects, by Saied
Yousef, University of Waterloo, Waterloo, Ontario Canada, Keith W Hipe,l University of Waterloo,
Waterloo, Ontario Canada and Tarek Hegazy, University of Waterloo, Waterloo, Ontario Canada
PMI White paper
Exploring Negotiation Through Boundary Objects in Global Design Project Networks, by Melissa
K. Di Marco, Columbia University, Department of Civil Engineering and Engineering Mechanics,
New Your, NY, USA, Pauli Alin, Aalto University, SimLab, Department Of Industrial Engineering
and Management, Espoo, Finland, and John E Taylor, Virginia Tech Charles E. Via Jr. Department
of Civil and Environmental Engineering , Blacksburg, VA, USA PMI White paper
Five Thing Every Project Manager should Know about Negotiations, By William T. Croddock,
edD, PMP, PE, President , Craddock & Adociates, Inc PMI White paper
Getting To Yes Negotiating Agreement without Giving In, By Roger Fisher and William Ury,
How to Negotiate Anything with Anyone Anywhere around the World, New York: AMACOM,
Acuff,F.L. (2008)
International Negotiating; A Primer For American Business Professionals, By Kublin, M New
York: International Business Press
Merriam-Webster Dictionary
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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16. The Basics of Negotiation
November 29, 2013
Negotiating With Authority –The Art of the Deal, By Samual T. Brown, III, PMP, Global
Knowledge Training ,Inc. PMI White paper
PMBOK, Guide 5th edtion by Project Management Institute
Project Negotiations – Deal yourself a Winning Hand, by Joseph a Lukas PMP, PE, CCE and Janice
F Lukas, MSEd, PMCenters USA.. PMI White paper
The Manger as Negotiator; Bargaining For Cooperation and Competitive gain. By Lax, D.A.,&
Sebenius, J.K, New York: The Free Press.
Chuck Thomas PMP, Business Negotiation, BU, ITT-Tech, Wyoming Campus
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