PPMP20011 Contract And Procurement Management

1. Analyse common arguments using logic, persuasion and influence factors as commonly applied to conflicting and/or competing stakeholder agendas.

2. Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset

3. Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships and communication with key stakeholders.

Explain the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration.

5. Evaluate project management tools that help avoid or provide conflict resolution via negotiated solutions.

Answer:

Analyse common arguments using logic, persuasion and influence factors as commonly applied to conflicting and/or competing stakeholder agendas.

The objective of this week’s topic is to make sure you have an appreciation of the fundamentals of the philosophical basis and methods of negotiation. 

Try to ask yourself the questions that were posed in the 3rd week’s lecture :-

1.What does the mat

erial in this week have to do with the Chunnel Project?

2.How does this week’s topic relate to the previous weeks topics?

3.Does the art of negotiation have anything to do with the practice of commercial negotiation?

Regarding ‘argument’ try to explain:

4.Pragmatically is that all there is to arguments?

5.How important is an argument in negotiation?

6.Is it possible to have a negotiation without an argument?

7.Can arguments be formalised and ritualised?

8.What is the opposite of an argument? And is that useful in a negotiation context?

9.Does a project manager have to be good in arguments?

10.Does the project manager have to be good at arguments?

For ‘logic’  try to explain:

11.Is Aristotelian logic the only logical form?

12.Is there a morality to negotiation?

13.Is the project management approach or methodology logical?

14.Does the project manager have to worry about this stuff?

Regarding ‘ethics’ explain:

15.Should project management negotiation be based on an ethical foundation?

16.What happens to a project manager that is unethical?

17.What happens to an organisation that supports a project that does unethical things?

18.Are there principles that we should follow?

19.How do we ensure that the principles are applied?

What is the role of ‘emotional intelligence’ in negotiation:

20.Does a project manager have to have a high EQ?

21.What happens if/when a project manager has a low EQ?

22.Is EI important to commercial negotiation?

Can you explain the QLD Government advice:

23.Is the QLD Government advice practical?

24.Surely the QLD Government advice will slow down the project?

What do you gather from the YouTube videos:

25.Is there a difference between human negotiation and commercial negotiation?

26.What role does governance have in negotiation?

3. Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset lifecycles. Above mentioned questions are very relevant. Some questions that are related to project negotiation and cultural dimension that leads to the conflict are relevant. The management of conflict would be done during the execution of negotiation. This management helps in solving project conflicts faced during execution of the project.

4. Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships and communication with key stakeholders.

The above questions are relevant. Effective and proper communication as well as cooperation has been a very important factor for establishing a good relation among the stakeholders. It is important for every individual to engage and jot down the perspective of a particular activity in order to identify the scenario, detect from where the conflict started. This should be identified during the project development.

5. Explain the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration. The above questions are relevant to the material provided in the left. Loss might be found in the production of the employees. This results in the enhancement of the loss in the production. Therefore this could result in the closing of the project contract.
6. Evaluate project management tools that help avoid or provide conflict resolution via negotiated solutions.

References

Anbari F.T., Giammalvo P., Jaffe P., Letavec C., and Merchant R. (Date Unknown) “The Chunnel Project”. PMI Case Studies in Project Management. https://www.pmi.org/~/media/PDF/Academic/case%20studies/Chunnel%20Project.ashx Visited …../…/…

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. Vol:April 2001 pp.105-121

PMI. 2013a. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. USA: Project Management Institute.

The questions are relevant to the data provided in the left.