Commercial Negotiation in Project Management

This article discusses the roles and responsibilities of non-government and government project contractual arrangements in commercial negotiation in project management. It covers the importance of quality management systems, the roles of the contract management team, and more.

Running head: COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
Commercial Negotiation in Project Management
Name of the Student
Name of the University
Author’s note

1COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
Table of Contents
1. Introduction..................................................................................................................................2
2. Discussion....................................................................................................................................2
2.1 Roles and Responsibilities of Non-Government Project Contractual Arrangements............2
2.2 Roles and Responsibilities of Government Project Contractual Arrangements....................3
2.3 Roles of the Contract Management Team.............................................................................3
3. Conclusion...................................................................................................................................4
4. References....................................................................................................................................5

2COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
1. Introduction
The negotiation of a project could be defined as the involvement of more than two people
who would possess various kinds of conflicting positions. The procurement managers within a
certain project would be responsible for leading the various kinds of negotiations. These project
managers are mainly responsible for negotiating with the various aspects within the project such
as the factors of cost, time of delivery of outcomes and many others (Martinsuo 2013).
2. Discussion
2.1 Roles and Responsibilities of Non-Government Project Contractual Arrangements
It is the utmost responsibility of the non-government or private form of reporting system
of contractual agreements for meeting with the various kinds of requirements of the government.
The government sectors possess some form of clear form of policies and procedures in relation
with the private partner. These form of requirements should be firstly communicated during the
Tender Phase for the purpose of ensuring the private partner would have been provided the
opportunity for designing and thus implementing a process of reporting (Khim and Annear
2013).
Hence as a part of this entire process, the private partner should be able to set up a form
of Quality Management System (QMS). With the help of this QMS, the primary role of the
private sector would be able to issue the documents of the project, monitoring over the services
and their related performances have been recorded. In order to manage the project based
contractual agreements, the government and private partners report the several kind of issues
when they would be predicted during the risks within the development of the project (Goetsch
and Davis 2014).

3COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
The business cases help in endorsing the initial form of decision based on the current
suppliers of the ICT suppliers. They help in relating the different scale and scope of the ICT
programs.
2.2 Roles and Responsibilities of Government Project Contractual Arrangements
Based on the existing systems of the government, they possess some form of roles, which
are set at different levels in order to perform the managing of contracts. The government sectors
possess a strategic based commercial form of contract role within the management based on
sharing of policies and other forms of strategic developments (Roehrich, Lewis and George
2014). The government sector have some kinds of designated roles within the managing of
contracts within the agreement purpose of the project. The contract based on the terms and
policies set by the government ensure that the responsibilities would be met and thus would
remain within the party who would be contracted. The government sector proactively think about
the different kinds of skills sets that are mainly required for performing the works within the
project. The government also possesses various kinds of tools for understanding the ways in
which the project would be able to make use of various kinds of resources (Kerzner and Kerzner
2017).
The range of services offered based on contractual agreements based on the framework of
ICT would include the delivery of services to the project partners, which is very much necessary.
2.3 Roles of the Contract Management Team
The team of contract management based on the government and the non-government
sector possess some primary and secondary goals within the domain of project management.
Some of the primary roles includes the monitoring of performance, ensuring of financial

4COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
instruments that includes insurances and securities and resolving of any kind of disputes
(Nicholas and Steyn 2017).
The secondary roles also include the liaising and promotion of cooperation among the
several structures of the government that are primarily in relation with the project. They are
hence able to monitor the legislative and policy environment based on the project (Mir and
Pinnington 2014).
3. Conclusion
Based on the discussion from the above report, it could be concluded that the roles of the
government and non-government forms of contractual agreements within the negotiation of
projects plays a major role. They help in managing the various kinds of aspects based on the
project domain and thus ensure the positive outcomes from the project.

5COMMERCIAL NEGOTIATION IN PROJECT MANAGEMENT
4. References
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Khim, K. and Annear, P.L., 2013. Strengthening district health service management and delivery
through internal contracting: lessons from pilot projects in Cambodia. Social Science &
Medicine, 96, pp.241-249.
Martinsuo, M., 2013. Project portfolio management in practice and in context. International
Journal of Project Management, 31(6), pp.794-803.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), pp.202-217.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
Roehrich, J.K., Lewis, M.A. and George, G., 2014. Are public–private partnerships a healthy
option? A systematic literature review. Social Science & Medicine, 113, pp.110-119.