Jashore University of Science and Technology

Assignment on Working And

PArtnering With others

Course title : Project mAnAgement

Course code : FB 4101

Submitted to
Ruhul Amin
Assistant Professor, Department of Management

Jashore University of Science and Technology

Submission Date: 17-04-24

 Table of Contents
Serial Topic Page
4.1 THE NATURE OF NEGOTIATION 4
4.1 PARTNERING,CHARTERING, SCOPE CHANGE 5
PARTNERING 5
CHARTERING 5
SCOPE CHANGE 5
4.3 CONFLICT AND THE PROJECT LIFE CYCLE 6
MORE ON THE PROJECT LIFE CYCLE 6
CATEGORIES ON CONFLICT 7
PROJECT FORMATION 11
PROJECT BUILDUP 12
MAIN PROGRAM 12
PROJECT PHASE-OUT 13
4.4 SOME REQUIREMENTS AND PRINCIPLES OG 14
NEGOTIATION

2
 NAME ID CONTRIBUTIONS

Md Moyn Uddin Hasnat(L) 192013 THE NATURE OF NEGOTIATION

PARTNERING,CHARTERING,SCOPE
CHANGE

PARTNERING

CHARTERING

SCOPE CHANGE

Suzuki Mahmud 192020 CONFLICT AND THE PROJECT LIFE

CYCLE

MORE ON THE PROJECT LIFE CYCLE

CATEGORIES ON CONFLICT

Yasin Ali Akash 192018 PROJECT FORMATION

PROJECT BUILDUP

MAIN PROGRAM

PROJECT PHASE-OUT

Raton Chandra Mali 192015 SOME REQUIREMENTS AND PRINCIPLES

OG NEGOTIATION

Md Rabbi Islam 192033 Family Problem

Salma Akter 192008 Health Problem and admitted in Hospital

Design and Combine by Md Moyn Uddin Hasnat

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4.1 THE NATURE OF NEGOTIATION
This paper discusses negotiation, partnering, chartering, and scope change
in project management. Negotiation is the favored technique for resolving
conflict. Partnering is a method of transforming contractual relationships
into a cohesive, cooperative project team. Chartering is a written agreement
between the project manager, senior management, and the functional
managers who are committing resources and/or people to a specific project.
Scope change is the problem of changing the scope, or performance,
expected of a project.

Negotiation is the process through which two or more parties seek an

acceptable rate of exchange for items they own or control. It is a critical skill
for project managers, as they must negotiate with stakeholders throughout
the project lifecycle.

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 4.2 PARTNERING, CHARTERING, AND SCOPE CHANGE

Partnering is an approach to project management that emphasizes

collaboration and trust between all parties involved in the project. Partnering
agreements typically address communication, conflict resolution, and risk
management.

A project charter is a formal document that outlines the project's goals,

scope, budget, and schedule. It is a key component of project governance
and helps to ensure that all stakeholders are aligned on the project's
objectives.

Scope change is any alteration to the project's deliverables, budget, or

schedule. Scope change is a common challenge in project management, and
it is important to have a process in place for managing it effectively.
Benefits of Negotiation, Partnering, Chartering, and Scope Change
Management
 Improved project outcomes
 Increased stakeholder satisfaction
 Reduced risk of project failure
 More efficient use of resources
Challenges of Negotiation, Partnering, Chartering, and Scope Change
Management
 Difficulty in reaching consensus
 Lack of trust between stakeholders
 Poor communication
 Inadequate planning

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4.3 CONFLICT AND THE PROJECT LIFE CYCLE
At this point, we'll talk about the project life cycle, recognize typical conflict
kinds, explore their nature, and connect them to particular project stages.
This knowledge lowers the risk of conflict escalation by assisting project
managers in promptly identifying and successfully resolving conflicts.

The project life cycle is described in a variety of ways by different authors.

Thamhain et al. (1975a) and Adams et al. (1983) are the authors of two well-
known models. The four phases of Thamhain's model are buildup, phase-
out, primary program, and project formation. Adams' paradigm is divided
into four phases as well: planning, execution, termination, and
conceptualization. The stages are similar but have different names in both
models.

Project Formation:
A project receives initial approval from senior management. There is
occasionally unofficial work done to assess the viability of the notion.

Buildup/Planning:
This is where thorough planning, resource acquisition, budgeting, and
scheduling take place.

Main Program/Execution: Most project work is completed at this time.

Phase-out/Termination:
The project comes to an end with the client receiving the finished goods.
Managing project resources and personnel is another aspect of this phase.

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Conflicts arise frequently during project life cycles. Schedule conflicts,
conflicting priorities, technical difficulties, and personality conflicts are
only a few of the causes of these disputes. (See Figure 4-1)

Figure 4-1 Conflict intensity over the project life cycle. Source Thamhain et
al. (1975).

Based on the data analysis, it seems that the conflicts can be classified into
three distinct categories:

1. Different groups working on the project could have different

expectations and aims.

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 2. There is a great deal of ambiguity regarding decision-making
authority.

3. There are disputes amongst stakeholders with vested interests in the

project on an interpersonal level.

Certain disputes arise from the fact that the organization's multiple units,
which frequently have different goals and opinions about technical matters,
handle projects on a daily basis. As a result, these units have differing
expectations regarding the project's timeliness, relative importance,
expenses, and benefits. This category typically includes conflicts about staff
time, cost estimates, timetables, and priorities within and between projects.
Fundamentally, they emerge from the stark differences in objectives
between the functional managers and the project manager. The project is the
PM's main focus. The functional manager's main concern is the functional
department's day-to-day operations.

Additional conflicts highlight how crucial administrative and technical

processes are to project management. Conflict arises between the project
manager and other stakeholders when there is uncertainty regarding who
has the power to decide on issues pertaining to the distribution of resources,
administrative processes, communication, technology selections, and any
other issues that impact the project. It is easy enough—and accurate—to say
that in a matrix organization, the project manager oversees the work
schedule and flow, while the functional manager decides who works on the
project and makes technical judgments. In reality, the line between the two
is rarely obvious in the typically frenetic project environment, amidst the
myriad minor crises that both functional and project managers must deal
with every day.

Interpersonal relationships and personality differences frequently lead to

conflicts in projects. Since project managers represent the interests of the
project, they frequently find themselves in the middle of disputes between
clients, team members, and senior management.

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These disputes fall into three categories: disagreements over objectives,
disagreements over who is in charge, and disputes between personalities.
See Table 4-1 for the full range of conflict categories and parties-at-interest.

Goal differences amongst functional managers, senior management, and

project managers can lead to conflicts in projects. In order to prevent
underestimating and disagreements, senior management may set specific
parameters such as time, money, and performance and expect the project
manager to achieve them. When functional managers are unable to fulfill
the targets, project managers may then transfer these stringent expectations
to them, leading to more arguments. This cycle may result in recurring
disputes and difficulties with efficient project management.

Functional managers and project managers may differ on matters such as

the project's priority, whether or not to designate a specific person to work
on it, or even whether or not a particular technological approach is
applicable to the project. Furthermore, the priorities and timetable of the
client—whether internal or external—may be very different from those of
senior management and the project team. Lastly, the project team has its
own opinions regarding the suitability of the workforce level or schedule.
These goal-type conflicts occur throughout the project life cycle, but they
are most severe in the early phases, according to Thamhain et al. (1975a)
data (see Figure 4-1). Whatever the time, in numerous.

Naturally, there are other ways to resolve disputes regarding priorities both
within and between projects. A group of projects ranked according to a
value metric is frequently produced by the project selection model used to
approve projects for funding. Senior management is also frequently the one
to decide on inter-project priorities. The project manager determines the
relative importance of the many tasks within a given project by allocating
limited resources based on factors such as work difficulty, schedule
constraints, resource availability, and other similar considerations. The fact
that these techniques exist for settling priority conflicts is frequently
inconsequential since functional and project managers have a strong
inclination to maximize their own interests at the expense of the overall.

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Table 4.1 Project Conflicts by Category and Parties-at-Interest. (Source:
Book)

Managers to prioritize their personal goals while paying little attention to

the needs of the entire company. The center of authority is particularly hazy
in matrix organizations. Conflicts over locus of power are common in
projects that are matrix-organized. The client and the project team often
argue over the best way to handle individual issues that may arise at any
point in the project or over the technical processes. Higher ups have more
pressing matters to attend to. They also mandate that the project manager
establish and uphold a set of administrative protocols that abide by legal and
organizational requirements, but they also give careful consideration to who
reports to whom and what actions require approval from whom. Astute
readers will point out that these kinds of worries aren't really relevant for
projects that are matrix-organized. Our conversations with senior managers
have led us to the obvious conclusion that, while trying to preserve the
managerial comforts of traditional hierarchical structures, senior
management frequently wants the efficiency and other benefits of matrix
management—a surefire recipe for conflict.
Project charters and partnering strategies can help to reduce the intensity of
conflict and offer a methodical framework for its resolution. Project
managers and functional managers can now align with organizational goals
instead of giving individual projects or functions priority, even though
disputes may still arise. However, disputes between project and functional
managers frequently arise from a persistent lack of clarity regarding power,
particularly in matrix organizations. Though they may first seem like
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interpersonal conflicts, the majority of disagreements within project teams
are caused by differences in technical approaches or problem-solving
ideologies.

Conflicts into the chronological perspective of the project life cycle.

Project formation usually means the initial stage of conceptualizing,

planning, and organizing a project. It generally involves defining the
project's objectives, scope, stakeholders, resources needed, timeline, and
potential risks, most of the conflict arise in this stage. From this stages,the
buildup stages is more difficult. To make transition four fundamental issue
should be handled:

First, the technical objectives of the project: the detailed planning of the
buildup stage to others must be specified, this specification will allow to
achieve the organization stated goals.
Second, commitment of resources to the project, usually involves the
resources must be come from the senior management and also others
functional managers and this process help to complete the project more
smoothly.
Third, the priority of the project, it refers to the priority of the others parent
organization must be communicated and its also important during the
project life cycles. Sometimes the parent organization provides less
importance to the project and it assign to someone who is already work
loaded. As a results the project takes long time to complete the assign
worked.
Finally three of the four fundamental issues—indicates the technical
objectives, management commitment, and setting the project’s relative
priority—must be resolved irrespective of what organizational form is
selected for the project.

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Conflicts of the project occurs in the buildup stages because of “over project
priorities, schedules, and administrative procedures. This is the period
during which the project moves or should move from a general concept to
highly detailed set of plans. In the case of independent and standalone case
the PM seeks a commitment of people from the functional departments. If
the project is organized as a weak matrix, the PM seeks a commitment of
work from the functional departments. Usually in this buildup stages, the
PM solicit commitment from functional managers. Because a functional
managers who are under pressure to deliver support to other projects, in
addition to the routine, everyday demands made on their departments.

As a result, the project plans become detailed the conflicts between the PM
and the functional area build. Usually, the functional departments can claim
more technical expertise than the PM. So, discussions between the
functional manager and the project manager about the best technical
approach often result in conflict.

In the main programs the major sources of conflicts is the scheduled the
proximate cause (immediate, direct reason leading to an event's occurrence)
of schedule-related conflict is usually different than in the earlier stages.

Project plans usually developed by everyone but its needs to do more

efficiently, because the late in one project is will because the late in another
project and sometimes same technical equipment requires to complete the
projects. In order to prevent this types of difficulties, the PM must try to get
the schedule back on track. But catching up is more difficult for PM than
falling behind. Catching up requires extra resources that the functional
groups who are doing the “catching up” will demand, but which the PM may
not have. The more complex the project, the more difficult it is to trace and
also estimate the impact of all the delays on the others projects.

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Organizations also needs to trade-off between the time/cost/performance.
As a result, the more resources that must be consumed to get things back on
schedule.

Project phase out: The concluding stage of a project, involving closure,

evaluation, and transitioning deliverables, resources, and responsibilities.
As in the main program stage, schedule is the major source of conflict during
project phase-out.

If there is any delay in the main program of the project, then its effect will
definitely go to the last stage. In this case, the project manager, project team
do different types of work to finish the project quickly, the reason is that if
it takes more time, resources and cost will be more. Such technical problems
are not usually seen in the project phase out stage, because it is solved in
advance. Similarly, working interfaces have been developed and put in
place. If the project involves implementing a technology in an outside
client’s system, technical conflicts will probably arise, but they are usually
less intense.

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4.4 SOME REQUIREMENTS AND PRINCIPLES OF
NEGOTIATION

Definition of Negotiation
Negotiation may be a key dialog between two parties to resolve an issue in
a way that both discover satisfactory. It can take put between buyers and
venders, managers and planned representatives, or the governments of two
or more nations, among others.
What is Principle Negotiation?

Principled Negotiation, as portrayed within the top-of-the-line arrangement

book getting to Yes, energizes us to share and investigate the more profound
interface basic our expressed positions. When moderator oppose this idea
around an issue, counseling objective criteria can be a part more profitable
than ill-disposed haggling. This “principled negotiation” includes drawing
on standards and objective criteria to settle contrasts instead of making
opinion-based contentions.

After you examine your region of difference through the focal point of free
benchmarks, you evade the common temptation to guard your claim
position and tear down the other party's.
Within the handle, you increment your chances of coming together—both
within the brief term and amid the life of any assertion you reach.

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There are four primary components of principled Negotiation:

1. Separate the people from the problem: In principled Negotiation,

Negotiation work to bargain with feelings and personality issues
independently from the issues at stake.

2. Focus on interests, not positions: See past hard-and-fast positions to

undertake to distinguish basic interests—basic needs, needs, and
inspirations.

3. Before trying to reach agreement, invent options for mutual gain: In

principled Negotiation, arbitrators commit critical time to conceptualizing a
wide run of conceivable options before choosing the most excellent one.

4. Insist on using objective criteria: It's common in Negotiation for parties

to contend back and forward around whose “facts” are redress. This sort of
contention is likely to conclusion in either deadlock or a wasteful
compromise.

The more you bring guidelines of fairness, effectiveness, or logical justify

to bear on your specific issue, the more likely you're to create a last bundle
that's wise and reasonable.

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Negotiation Principle

Negotiation could be a complex expertise, and there are numerous

competing hypotheses concerning the foremost viable way to approach
Negotiation. Attempt to find negotiation standards that reverberate along
with your identity and can assist you achieve your goals. Endeavor to create
your Negotiation abilities and consider which standards work in hone and
which might require alterations. Here could be a list of a few negotiation
principles to consider:

Get it your objectives

Sometime recently you embrace a negotiation, take time to think almost

your objectives and what you hope to achieve. In case you'll create a strong
understanding of your interface and your wanted result, you'll pass on it
clearly to your counterparty and work towards it within the arrangement
handle. Attempt to set quantifiable targets as your objectives. For case, in
case you arrange to arrange for a better compensation, think approximately
the sum that will fulfill you and meet your way of life necessities.

Have a reinforcement arrange

Attempt to create a reinforcement arrange in case the transaction falls flat

and you can't come to a palatable assertion. Consider the results of falling
flat to discover an assertion and attempt to choose what your next steps
could be in that situation. If you've got a solid backup plan, you'll be able
arrange from a position of quality. In the event that you think approximately
your reinforcement arrange and realize that victory within the Negotiation
is basic, you might consider advertising additional concessions to your
counterparty.

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Know your counterparty

Learn as much as you can almost your counterparty some time recently you
start arranging, so you'll dodge botches and offer mutually satisfactory
Negotiation Attempt to investigate to memorize about their interface,
inspirations, and approach in past transactions. The more you'll learn about
your counterparty, the more successfully you'll create procedures and
strategies that account for their identity, interface, and approach. For
illustration, on the off chance that you know that your counterparty is
pleased and enthusiastic, you'll maintain a strategic distance from making
an offer that might offended them and make assist arrangements Negotiation
more troublesome.

Create a technique

Sometime recently you begin Negotiation attempt to create a technique that

takes account of your objectives and your information of your counterparty.
Attempt to think approximately how the Negotiation might unfurl and create
plans for a few diverse scenarios. Think almost the offers that your
counterparty might make and how you'll be able react. Attempt to
distinguish points of trouble and think around how you might resolve them.
If you plan for distinctive scenarios, you'll rapidly respond and keep
Negotiation moving forward. Proceed to overhaul your arrange as you pick
up more data amid Negotiation.

Endeavor for a win-win

A win-win result is one in which both parties gain value and come absent
feeling satisfied by the result. In a few negotiations, this can be troublesome
to attain, such as when a sales representative arranges a cost with a
customer. In these negotiations, one party's pick up can be the other's
misfortune, but it still may be conceivable to come to a commonly beneficial
agreement. Attempt to remain mindful of the other party's interests and keep
in mind merely may arrange with them once more in the future. Consider
what you'll offer them to get what you esteem.
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Remain centered

Attempt to remain centered on your craved result and stay objective as you
go through the arranging prepare. In the event that you begin to feel
enthusiastic amid Negotiation, attempt to stay calm and center on helpful
arrangements. Strongly transactions over noteworthy issues can cause
indeed gifted arbitrators to lose center, so attempt to stay aware of your
feelings at all times and delay transactions to a later date in case necessary.
If you can keep the center of the negotiations on finding arrangements or
maybe than identifying points of contradiction, you can increase your
chances of a determination.

Pay consideration to stream

The Negotiation handle includes a back and forward discourse between two
parties, with each side indicating out issues, making offers, and tolerating
counter-offers. Try to be adaptable and don't stay as well joined to your
unique offer. Remain touchy to the activities of your counterparty and
account for their emotions by remaining conscious at all times. If you can
identify their interests, you'll alter your offer to create it more engaging.
Distinguish significant points of dispute and strive to guarantee that the
interface of both parties are taken into account for a last assertion.

Proceed to arrange

Attempt to remain quiet as you arrange and keep lines of communication

open. If you can't come to an assertion at first, you may well be able to
resolve contrasts at an afterward date after considering other options.
Endeavor to preserve a positive relationship together with your counterparty
and stay accessible for counter-offers. Consider making a conditional
agreement with an understanding that you can re-negotiate terms within the
future after observing the results.
Assess your approach

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After Negotiation conclude, evaluate your approach and consider how your
tactics affected the outcome. By evaluating your approach, you'll be able
watch which negotiating principles made a difference you form an
agreement and distinguish enhancements you'll make to your approach to
have more victory within the future. Attempt to proceed to develop your
negotiating skills and find a arranging fashion that suits your personality.

thAnk YoU
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