PPMP20011 Unit Portfolio Week 2: Negotiation Theory and Practice

This portfolio assignment, prepared by Sandhyarani.R (12061460), focuses on the theory and practice of negotiation within the context of project management. It addresses key learning outcomes related to differentiating negotiation methods, managing conflict, and engaging stakeholders across projects with varying technological standards and asset lifecycles. The portfolio explores various negotiation strategies, including silence management and risk management, to reconcile stakeholder objectives. It also examines methods for identifying and resolving conflicting objectives through stakeholder meetings and integrative outcomes. The assignment further analyzes the consequences of project delays, disruptions, and changes, using the Channel Tunnel project as a case study, and discusses methods for managing claims and variations. Finally, it evaluates project management tools such as dashboards and Gantt charts that aid in conflict resolution and efficient task prioritization. The assignment includes references to relevant literature and provides a comprehensive overview of negotiation in project management.

(Sandhyarani.R) / (12061460) - PPMP20011Unit Portfolio for Week 2
Weekly Portfolio Learning Table
Description of
topics including
reading samples
Learning
outcomes of the
unit
Learnings from your experience, this and prior unit
reading, assignments
Supporting
documentation
including your
prior learning
Week 2 Topic:
Theory of
Negotiation and
Negotiation in
Practice.
Alfredson T., &Cungu
A. 2008. Negotiation
Theory and Practice;
Kerzner (2013)
Section
25.5 Managing
Troubled Projects;
William Ury and
Robert Fisher (2012)
GETTING TO YES:
Negotiating an
agreement without
giving in;
YouTube: Popular
Videos – Negotiation;
3. Differentiate
methods of project
negotiation, conflict
management, and
stakeholder
engagement across
projects consisting of
differing technology
standards and asset
lifecycles.
There are various strategies and methods of project negotiations such as silence
management, risk management through which the different objectives and view
point of the stakeholders are considered (Kendrick, 2015). Moreover, frequent
meetings of the stakeholders and discussion about their requirements increases
their engagement in the asset life cycle and help in the development of the
product that would completely satisfy the need to the customer. Moreover, the
conflict in the objectives of the various stakeholders involved could be resolved
by negotiation technique such that the proposal is accepted by all the
stakeholders.
Kendrick, T.
(2015). Identifying and
managing project risk:
essential tools for failure-
proofing your project.
AMACOM Div American
Mgmt Assn.
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(Sandhyarani.R) / (12061460) - PPMP20011Unit Portfolio for Week 2
Description of
topics including
reading samples
Learning
outcomes of the
unit
Learnings from your experience, this and prior unit
reading, assignments
Supporting
documentation
including your
prior learning
Are any of the
activities above
relevant to your
reflections for the
learning outcomes
on the right?
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.
There are various techniques for identifying conflict objectives that should be
implemented by the project manager such that the conflict and inconsistent
objectives could be resolved. The stakeholder meetings should be organised as
the meetings allows the stakeholders to place their view and objectives, and
through negotiations the issue of conflicts and inconsistent objectives (Dimitriou
et al., 2014). The meeting allow the stakeholder to clear out the conflicts and
resolve the issue. Moreover, integrative outcomes can also be implemented as it
impasses and produces distributive outcomes that is essential for the proper
maintenance of the relationship with the key stakeholders. Furthermore, a
candid and respectful conversation may also lead to the proper maintenance of
the relationship with the key stakeholders.
Dimitriou, H. T., Low, N.,
Sturup, S., Zembri, G.,
Campagnac, E., Kaparos,
G., ... & Giezen, M.
(2014). What constitutes
a “successful” mega
transport
project?/Leadership, risk
and storylines: The case
of the Sydney Cross City
Tunnel/The case of the
LGV Méditerranée high
speed railway
line/Dealing with context
and uncertainty in the
development of the
Athens Metro Base
Project/What constitutes
a “successful” mega
transport project?
Lessons from the
Metropolitan Expressway
in Tokyo/The
RandstadRail project: A
case study in decision-
making strategies under
uncertainty/Constructive
conflicts in the case
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(Sandhyarani.R) / (12061460) - PPMP20011Unit Portfolio for Week 2
Description of
topics including
reading samples
Learning
outcomes of the
unit
Learnings from your experience, this and prior unit
reading, assignments
Supporting
documentation
including your
prior learning
of .... Planning Theory &
Practice, 15(3), 389-430.
Are any of the
activities above
relevant to your
reflections for the
learning outcomes
on the right?
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 consequences of the delay in the construction of channel tunnel project
were devastating. There was high increase in the estimated cost approximating
up to US$1.6 billion (Flyvbjerg, 2014). Moreover, certain changes such as
introduction of the air conditioning system and the widening of the passenger
door added to the damages incorporated by the delay of the construction
project. These errors included the erroneous cost estimation that led to an
increase in the estimated cost of US$2.25 billion extra. Moreover, there were
no proper investors for the project and thus, the budget making was not
properly done, which lead to cost overrun as well as time overrun (Flyvbjerg,
2017). The delay also increased the number of risks encountered as there was
continuous leaking of the tunnel. Moreover as the project was run by banks
thus, the delay consequences were far more devastating as there was a
shortage of fund.
Flyvbjerg, B. (2014).
What you should know
about megaprojects and
why: An
overview. Project
management
journal, 45(2), 6-19.
Flyvbjerg, B. (2017).
Introduction: The iron
law of megaproject
management.
Are any of the
activities above
relevant to your
reflections for the
learning outcomes
on the right?
6. Evaluate project
management tools
that help avoid or
provide conflict
resolution via
negotiated solutions.
There are various project management tools such as dashboards, gantt chart ,
project reporting, project scheduling, task and project tracking. These tools help
to maintain the project management activities. They clearly state what tasks are
in progress and what amount of time would be required to complete the project
on time (Schwalbe, 2015). Moreover, these tools also help the managers to
prioritize the work so that the task can be completed on time without leading to
any extra overheads regarding cost or time. The tools are highly efficient in
assessing the project manager to perform the required task on time. They help
to provide solution using the negotiated solutions. Moreover, prioritizing the
activities of the project according to the consent of the stakeholder helps them
to resolve their differences by discussing on the matters of conflicts between
them.
Schwalbe, K.
(2015). Information
technology project
management. Cengage
Learning.
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(Sandhyarani.R) / (12061460) - PPMP20011Unit Portfolio for Week 2
References
Alfredson T., &Cungu A. 2008. Negotiation Theory and Practice http://www.fao.org/docs/up/easypol/550/4-5_negotiation_background_paper_179en.pdf;
Dimitriou, H. T., Low, N., Sturup, S., Zembri, G., Campagnac, E., Kaparos, G., ... & Giezen, M. (2014). What constitutes a “successful” mega transport
project?/Leadership, risk and storylines: The case of the Sydney Cross City Tunnel/The case of the LGV Méditerranée high speed railway
line/Dealing with context and uncertainty in the development of the Athens Metro Base Project/What constitutes a “successful” mega transport
project? Lessons from the Metropolitan Expressway in Tokyo/The RandstadRail project: A case study in decision-making strategies under
uncertainty/Constructive conflicts in the case of .... Planning Theory & Practice, 15(3), 389-430.
Flyvbjerg, B. (2014). What you should know about megaprojects and why: An overview. Project management journal, 45(2), 6-19.
Flyvbjerg, B. (2017). Introduction: The iron law of megaproject management.
Kendrick, T. (2015). Identifying and managing project risk: essential tools for failure-proofing your project. AMACOM Div American Mgmt Assn
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.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
UryW., & Fisher R. 2012.Getting to YES: Negotiating an agreement without giving in. Penguin Random House Australia
Wikipedia 2017 Channel Tunnelhttps://en.wikipedia.org/wiki/Channel_Tunnel visited __/__/____.
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