subject: The 5 characteristics of leading Project managers Part 2 [print this page] The 5 characteristics of leading Project managers Part 2
3. Learn to be a power negotiator
The bottom line of every investment is profit. Projects are typical of investments, whether we measure profit in monetary value or not. A project is only a project when it helps us achieve certain benefits or objectives. It is therefore important that we do not lose sight of the fact that project success is or will be measured in terms of parameers like cost, time and achieved benefits.
A project manager is a better performer than his contemporary not because he is busy but because he gets the job done on time ad on budget. He is even more celebrated when we get it done with some change left. According to Microsoft Encarta negotiation is resolving of disagreements: the reaching of agreement through discussion and compromise. Because of the varying interest represented on your project it is just normal for us to have many conflicting ideas, desires and concepts. Not being able to bring all part to focus on the final project goal as a project manager is digging the grave for the project.
Negotiation, in a project context, can be used for selling, purchasing, staff (e.g. contracts), borrowing (e.g. loans) and transactions, along with anything else that you feel are applicable for your project. The negotiation capability of a project manager can make a whole lot of difference in how well the project at hand thrives.
Question to answer before starting a negotiation process
1. Why am I negotiating?
2. What do I expect to gain?
3. Why is this important to me or my project?
4. What am I expected to have to offer.
Answering the above questions honestly will help you fully understand your needs and wants. You will be able to quickly determine if continuing a negotiation is worth your time.
Basic Negotiation Strategy
Never discuss settlement terms until the end of the process, when both parties are committed to trying to resolve the situation. Learn as much as possible about the issue at hand, determine if this is really what you need or want, wait until they indicate that they really want or need to settle.
Find out the most the other person will pay for something or the least they are willing to sell for so you can couch your initil offer or response to strategically position your offer or proposal.
Try to get the other person to make the first offer or proposal. Manipulating the other person into making the opening proposal allows you to set the parameters of the negotiation to your advntage.
Carry out random sampling or market test before sitting down. This will help you establish reasonable parameters for the negotiation. The key to a successful negotiation is keeping your proposals and counters within a range of reasonableness. Do not undermine your credibility by appearing illinformed or overly aggressive.
You need to know when to bring the negotiation to a close. Over negotiating often kills deals or agreements that should have been made.
4. Be a positive thinker
The quality of your thoughts often determines the quality of your life and of everything else. Forward thinking is the product of an optimistic life approach. It is good to know that the vast majority of those that ever succeed in life are actually those that believe they can. The success of your projects largely depend on your perception and outlook on the entirety of the project. How will you be able to influence or lead the rest of the team if you as an individual does not believe in the vision of the poject and what you are set out to achieve.
Positive thinking increases your possibilities. When you actually believe that you can do something even in the midst of daring challenges or opposition your chances of suceeing actually gets doubled. John Maxwell wrote in his book Think for a Change "Big thinkers who make things happen also create possibilities for others. That happens, in part, because it's contagious. You can't help but become more confident and think bigger when you're around possibility thinkers."
