The Power of Attitude
Perhaps the worst person to negotiate for the project manager is the project manager himself. It is always easier to negotiate on behalf of someone else. This is because setbacks tend to be taken personally and therefore too seriously. It leads to excessive pressure and stress.
In contrast, an intermediary can be more relaxed and more objective. The exercise can be handled more as a game plan, and there is always the option for the intermediary to check back to his or her superior for further instructions. An intermediary can often buy you time to develop a new strategy and ultimately lead you to a more satisfactory conclusion.
The Power of the Knowledge of Needs
In all negotiations there are two things being bargained for:
1. The specific issues and demands which are stated openly
2. The real needs of the other side which are hidden
If you can possibly establish a reasonable guess at what the other side’s needs are, you can often forecast the outcome with remarkable certainty. Never forget that behind every apparently ruthless or uncaring organization or negotiator there are ordinary people desperately striving to meet their individual needs. What people say they want in their demands may not in fact satisfy their actual needs.
The Power of Commitment
Make the power of commitment in others work in three ways:
1. Take advantage of committed support to disperse the overall risk
2. Reduce individual stress level by sharing risk and anxiety with team associates
3. Demonstrate shoulder to shoulder team dedication and transmit awesome power vibrations in the face of opposition
So, obtaining the commitment of others to the project is crucial. You can form partnerships and alliances by offering a piece of the action, so that it is their action as well. Involvement begets commitment and commitment begets power.
Saturday, August 25, 2007
Friday, August 24, 2007
Negotiating for Project Benefit - Power (contd.)
The Power of Professionalism
The project manager's negotiating ability will be increased immeasurably when others are persuaded to identify with him or her. How can this be achieved? By not pulling rank or overplaying authority. You can gain people’s cooperation, loyalty and respect simply by acting as a reasonable person and dealing professionally. By identifying with project participants and approaching them on a human level and speaking to their needs and aspirations.
The Power of Expertise
Why is it that highly qualified technical specialists are often made project managers, even though they may not have project management know-how? That is because technical knowledge, specialized skill and technical experience is perceived as providing a power base for leadership, even though experience on many projects shows that this is not necessarily true.
For the project manager this means establishing his/her background and credentials early in any negotiation. Take advantage of the fact that in complicated egotiations, participants often lack specialized knowledge of certain aspects of the matter being discussed. Whenever possible, obtain that expertise by preparing ahead of time.
On the other hand, don't be over-impressed by the "expert" on the other side. Keep in mind that if the other side didn't need what you have to offer, they wouldn't be there. Try an occasional "I don't follow", or "Can you explain that in layman's language" A dose of irreverence, plus a dash of innocence, when combined with polite persistence and the asking of questions will often change the attitude and behavior of a so-called expert.
The Power of Precedent
The project manager should not act as if his or her limited experience represents universal truth. Start by testing basic assumptions. Don't get locked into time worn ways of doing things by the argument "Don't make waves. You can't argue with success and we've always done it this way".
To justify what is being done or asked for, refer to other situations similar to the current one where others did so-and-so and the required result was achieved. If it suits, but only if it suits, try using the overwhelming logic of folklore, or popular tradition, even though such tradition may actually be illogical. Few are willing to pursue a philosophical debate during a negotiation, it wastes too much time.
The project manager's negotiating ability will be increased immeasurably when others are persuaded to identify with him or her. How can this be achieved? By not pulling rank or overplaying authority. You can gain people’s cooperation, loyalty and respect simply by acting as a reasonable person and dealing professionally. By identifying with project participants and approaching them on a human level and speaking to their needs and aspirations.
The Power of Expertise
Why is it that highly qualified technical specialists are often made project managers, even though they may not have project management know-how? That is because technical knowledge, specialized skill and technical experience is perceived as providing a power base for leadership, even though experience on many projects shows that this is not necessarily true.
For the project manager this means establishing his/her background and credentials early in any negotiation. Take advantage of the fact that in complicated egotiations, participants often lack specialized knowledge of certain aspects of the matter being discussed. Whenever possible, obtain that expertise by preparing ahead of time.
On the other hand, don't be over-impressed by the "expert" on the other side. Keep in mind that if the other side didn't need what you have to offer, they wouldn't be there. Try an occasional "I don't follow", or "Can you explain that in layman's language" A dose of irreverence, plus a dash of innocence, when combined with polite persistence and the asking of questions will often change the attitude and behavior of a so-called expert.
The Power of Precedent
The project manager should not act as if his or her limited experience represents universal truth. Start by testing basic assumptions. Don't get locked into time worn ways of doing things by the argument "Don't make waves. You can't argue with success and we've always done it this way".
To justify what is being done or asked for, refer to other situations similar to the current one where others did so-and-so and the required result was achieved. If it suits, but only if it suits, try using the overwhelming logic of folklore, or popular tradition, even though such tradition may actually be illogical. Few are willing to pursue a philosophical debate during a negotiation, it wastes too much time.
Thursday, August 23, 2007
Negotiating for Project Benefit - Power
What is power? It is the ability to get things done by exercising leadership and/or control over people, situations and events. Yet power is mostly based on perception. If the leader thinks he's got it, then he's got it. If he doesn't think he has it, even if he has, then he doesn't have it. For the project manager, power is the perception that project goals are realistic, achievable and beneficial, and that those working on the project will benefit as a result.
Consider the following fifteen aspects of power:
The Power of Planning
Just as the life cycle of a professionally-run project is based on the concept of first planning and then accomplishing, the art of negotiating anything can be viewed in the same way. The two phases in this case are "preparation" followed by the "negotiation". By understanding these two phases the crucial components of time and information can be used to develop a superior position. The more crucial the negotiation, the more important it is for you to invest time in preparation.
The Power of Investment
There appears to be a direct relation between the amount of time you invest and evident willingness to compromise. In other words, at the beginning of each encounter approach the other side collaboratively. You have plenty of time later to become competitive or to give an ultimatum, bearing in mind that you will only do this near the end – after the other side has made a significant investment of time and energy.
For example, suppose there is something difficult to negotiate, whether an emotional issue or a hard item like the explicit price for goods or services. Lead into it near the end of the negotiation when all other items have been disposed of and the other side has made its investment of time.
What if the emotional issue or quantifiable item surfaces at the beginning of the negotiation? Acknowledge it, chat about it then put it off until later, returning to it only after the other side has spent more time. It is remarkable how the other side's investment will cause them to become more flexible near the end of the negotiation.
Consider the following fifteen aspects of power:
The Power of Planning
Just as the life cycle of a professionally-run project is based on the concept of first planning and then accomplishing, the art of negotiating anything can be viewed in the same way. The two phases in this case are "preparation" followed by the "negotiation". By understanding these two phases the crucial components of time and information can be used to develop a superior position. The more crucial the negotiation, the more important it is for you to invest time in preparation.
The Power of Investment
There appears to be a direct relation between the amount of time you invest and evident willingness to compromise. In other words, at the beginning of each encounter approach the other side collaboratively. You have plenty of time later to become competitive or to give an ultimatum, bearing in mind that you will only do this near the end – after the other side has made a significant investment of time and energy.
For example, suppose there is something difficult to negotiate, whether an emotional issue or a hard item like the explicit price for goods or services. Lead into it near the end of the negotiation when all other items have been disposed of and the other side has made its investment of time.
What if the emotional issue or quantifiable item surfaces at the beginning of the negotiation? Acknowledge it, chat about it then put it off until later, returning to it only after the other side has spent more time. It is remarkable how the other side's investment will cause them to become more flexible near the end of the negotiation.
Wednesday, August 22, 2007
Negotiating for Project Benefit - Time
Time is the second crucial element when you negotiate for anything. Most people think of negotiating as if it is a task with a fixed start and finish. If that were true, the time frame would be fixed so when would most concession behavior take place? In very public negotiations, such as trade deals, you will have observed that all the action takes place at the eleventh hour or even the thirteenth, fourteenth and fifteenth hours!. So, in any negotiation, expect the most significant concessional behavior and settlement actions to take place close to the deadline.
The party with the tightest deadline experiences the most time pressure as the deadline approaches. They come under increasing stress and are therefore at a disadvantage. Who sets deadlines? Driven by the demands of the project's sponsors, the project manager is often the most vulnerable. The lesson here is to start as early as possible and endeavor to put the other party under their own deadline first. The best tactic is to design a flexible deadline well in advance. Remember the old saying: “Never enough time to do it right the first time, but always
time enough to do it over?”
So, the way time is viewed and used can be crucial to success. Time may even affect the relationship. A delayed arrival may be seen as evidence of confidence or hostility, whereas an early arrival may be considered as anxiety or a lack of consideration for others. Time can favor either side depending on the circumstances and how it is applied.
The party with the tightest deadline experiences the most time pressure as the deadline approaches. They come under increasing stress and are therefore at a disadvantage. Who sets deadlines? Driven by the demands of the project's sponsors, the project manager is often the most vulnerable. The lesson here is to start as early as possible and endeavor to put the other party under their own deadline first. The best tactic is to design a flexible deadline well in advance. Remember the old saying: “Never enough time to do it right the first time, but always
time enough to do it over?”
So, the way time is viewed and used can be crucial to success. Time may even affect the relationship. A delayed arrival may be seen as evidence of confidence or hostility, whereas an early arrival may be considered as anxiety or a lack of consideration for others. Time can favor either side depending on the circumstances and how it is applied.
Tuesday, August 21, 2007
Negotiating for Project Benefit - Study the body language
The study and interpretation of body language and related cues has become very popular in recent years. A cue is a message sent indirectly, whose meaning may be ambiguous and require interpretation. Essentially these fall into three basic categories:
1. Unintentional cues, in which behaviors or words transmit an inadvertent message. For example a Freudian slip
2. Verbal cues, in which the voice, intonation or emphasis, sends a message that seems to contradict the words being spoken
3. Behavioral cues, body language displayed by posture, facial expressions, eye contact, hand gestures, where a person sits at a conference table, who nudges whom or who pats whom on the shoulder, and so on. In our culture pattors seem to have more power than pattees!
The interpretation of much body language is obvious, but beware of ascribing some universal meaning to an isolated gesture, without taking the circumstances into account.
How can we apply all this to a negotiating situation? The key information that any negotiator would like to have about the other side is their real limits, just how much they will sacrifice to make this deal. In other words, what is the lowest price the seller will sell for? Or, what is the absolute top figure that the buyer will pay? You may be able to determine this by carefully observing the other side’s pattern of concession behavior.
1. Unintentional cues, in which behaviors or words transmit an inadvertent message. For example a Freudian slip
2. Verbal cues, in which the voice, intonation or emphasis, sends a message that seems to contradict the words being spoken
3. Behavioral cues, body language displayed by posture, facial expressions, eye contact, hand gestures, where a person sits at a conference table, who nudges whom or who pats whom on the shoulder, and so on. In our culture pattors seem to have more power than pattees!
The interpretation of much body language is obvious, but beware of ascribing some universal meaning to an isolated gesture, without taking the circumstances into account.
How can we apply all this to a negotiating situation? The key information that any negotiator would like to have about the other side is their real limits, just how much they will sacrifice to make this deal. In other words, what is the lowest price the seller will sell for? Or, what is the absolute top figure that the buyer will pay? You may be able to determine this by carefully observing the other side’s pattern of concession behavior.
Monday, August 20, 2007
Adout - Project Management Professional (PMP)
Project Management Professional (PMP) is the most globally recognized certification in project management. It is managed by the Project Management Institute and is based on the PMP Examination Specification published by PMI in 2005. Most exam questions reference to PMIs ANSI standard A Guide to the Project Management Body of Knowledge, abbreviated to PMBOK Guide
The PMI (Project Management Institute) has three levels of certification, starting with the CAPM (Certified Associate in Project Management) which is the basic level and is intended as certification for project team members. The PMP (Project Management Professional) is the second, higher, level of project management. Individuals who have passed the PMP certification test successfully and have met the PMI requirements for documenting their professional experience are entitled to use the abbreviation PMP with their names. A new certification, PgMP (Program Management Professional) has also been introduced by the PMI, for Program Managers.
Benefits of becoming PMP
Getting a PMP Certification would help you in many ways.
* The PMP designation following one's name demonstrates to employers and other stakeholders that the individual possesses a solid foundation of experience and education in project management.
* PMP Certification is used as a screening tool by companies that have to fill their Project Management positions.
* PMP certified person applies Project Management methodologies in a standardized way. You get to know the best project management practices worldwide and your project management methodologies are not limited to hard work and organizational skills. And that is why employers are willing to pay more money for a PMP-certified professional.
Eligibility for PMP Exam
Certification by the Project Management Institute (PMI) as a project management professional (PMP) demonstrates that you have mastered essential project management skills and knowledge. To earn PMI’s PMP designation, you must demonstrate the required "long-term commitment" to project management professionalism as well as pass a rigorous, 200-question exam covering the five project management processes and ten knowledge areas in PMI’s project management body of knowledge (PMBOK). To receive the PMP certification, each candidate must satisfy PMI's qualifications for experience and education and pass the Project Management Professional Certification Examination. To qualify for the PMI exam applicants must have:
1. A Bachelor degree and 4,500 hours of relevant project management experience in the past 6 years OR
2. A high school diploma or equivalent and 7,500 hours of relevant project management experience in the past 8 years.
Candidates who do not meet the minimum requirements for the PMP certification can apply for the Certified Associate in Project Management (CAPM) examination.
PMP EXAMINATION INFORMATION
PMP examination is a computerized test of 4 hours duration, with 200 multiple-choice questions, each with four choices. Out of the 200 questions, 25 questions are pretest questions. These 25 pretest questions are randomly placed throughout the examination to gather statistical information on the performance of these pretest questions. This strategy is followed to determine whether the pretest questions can be used in future PMI examinations as actual questions. The pretest questions, included in the 200-question examination, are not considered for pass/fail determination. Hence, candidates are evaluated on basis of the remaining 175 questions.
To pass the PMP examination, out of the 175 questions, candidates must correctly answer a minimum of 106 questions. Which means the minimum percentage score to be obtained should be 60.6%.
All of PMI’s credential examinations are administered in English. Examination language aids are available to assist candidates for whom English is a second language. The aids provide a translation of exam questions and answers and are available in 10 languages – Chinese (Simplified), French, German, Hebrew, Italian, Japanese, Korean, Portuguese (Brazilian), Russian, and Spanish.
Examination Content - Percentage Of Questions
* Initiating the Project - 11%
* Planning the Project - 23 %
* Executing the Project - 27 %
* Monitoring and Controlling the Project – 21 %
* Closing the Project – 9 %
* Professional and Social Responsibility - 9 %
PMP Exam Registration
You can apply Online or use the paper form. Your payment to PMI is normally by credit card or mailed check. You should plan on joining as a member of the Project Management Institute to save money now and in the future
http://www.pmi.org
For candidates who need to apply via a paper application, please download the following documents (as needed).
PMP Handbook and Application Forms
CAPM Handbook and Application Forms
Fees for PMP Exam
Project Management Professional (Fee in USD)
Initial Certification Fee - member of PMI in good standing ($405.95)
Initial Certification Fee - non-member of PMI ($555.95)
Re-Examination Fee - member of PMI in good standing ($275.95)
Re-Examination Fee - non-member of PMI ($375.95)
Some of Popular PMP Training providers in India
* Prologic systems (P) Limited, 16/2A, 401, Ansal forte, Rupene Agrahara, Hosur Road, Bangalore – 560068, Karnataka, India., Phone : +91 80 51114915 Mobile : +91 9845178851, url : www.prologic.in
* KnowledgeWorks IT Consulting Pvt. Ltd.,197, E-5, 2nd Floor,8th “B” Main 27th Cross, Jayanagar 3rd Block, Bangalore – 560011, Landmark : Near to G.K.Vale Photostudio / Pizza Hut, General email: training@knowledgeworksindia.com , Phone: +91-80-26630622 / +91-80-22459941 (O)
* PMTI-India, No. 337/2RT, Opp. to Metro Water Tank, Sanjeeva Reddy Nagar, Hyderabad, Andhra Pradesh - 500038
* Quality Solutions for Information Technology Pvt. Ltd., A-706 & 707, 7th Floor, Mittal Towers, M.G. Road, Bangalore - 560 001 INDIA, Tel: +91-80-2558 5386 / 4113 4334, Fax: +91-80-2559 7445, email: contact(at)qsitglobal.com
* AstroWix Corporation, A-53/54 Sector 16, NOIDA - 201 301, UP, India, TEL:+91 (120) 431 5760, FAX: +91 (120) 431 5766; 484, 25th Main, 2nd Cross, 2nd Stage BTM Layout , Bangalore 560076, INDIA, TEL:+91 (80) 5120 1679, Fax:+91 (80) 2678 5916, Email : info@astrowix.com
Some of popular PMP preparation forums
* Pmhub
* Head First
* Tcqaa
* Phpbb2
* Ecademy
The PMI (Project Management Institute) has three levels of certification, starting with the CAPM (Certified Associate in Project Management) which is the basic level and is intended as certification for project team members. The PMP (Project Management Professional) is the second, higher, level of project management. Individuals who have passed the PMP certification test successfully and have met the PMI requirements for documenting their professional experience are entitled to use the abbreviation PMP with their names. A new certification, PgMP (Program Management Professional) has also been introduced by the PMI, for Program Managers.
Benefits of becoming PMP
Getting a PMP Certification would help you in many ways.
* The PMP designation following one's name demonstrates to employers and other stakeholders that the individual possesses a solid foundation of experience and education in project management.
* PMP Certification is used as a screening tool by companies that have to fill their Project Management positions.
* PMP certified person applies Project Management methodologies in a standardized way. You get to know the best project management practices worldwide and your project management methodologies are not limited to hard work and organizational skills. And that is why employers are willing to pay more money for a PMP-certified professional.
Eligibility for PMP Exam
Certification by the Project Management Institute (PMI) as a project management professional (PMP) demonstrates that you have mastered essential project management skills and knowledge. To earn PMI’s PMP designation, you must demonstrate the required "long-term commitment" to project management professionalism as well as pass a rigorous, 200-question exam covering the five project management processes and ten knowledge areas in PMI’s project management body of knowledge (PMBOK). To receive the PMP certification, each candidate must satisfy PMI's qualifications for experience and education and pass the Project Management Professional Certification Examination. To qualify for the PMI exam applicants must have:
1. A Bachelor degree and 4,500 hours of relevant project management experience in the past 6 years OR
2. A high school diploma or equivalent and 7,500 hours of relevant project management experience in the past 8 years.
Candidates who do not meet the minimum requirements for the PMP certification can apply for the Certified Associate in Project Management (CAPM) examination.
PMP EXAMINATION INFORMATION
PMP examination is a computerized test of 4 hours duration, with 200 multiple-choice questions, each with four choices. Out of the 200 questions, 25 questions are pretest questions. These 25 pretest questions are randomly placed throughout the examination to gather statistical information on the performance of these pretest questions. This strategy is followed to determine whether the pretest questions can be used in future PMI examinations as actual questions. The pretest questions, included in the 200-question examination, are not considered for pass/fail determination. Hence, candidates are evaluated on basis of the remaining 175 questions.
To pass the PMP examination, out of the 175 questions, candidates must correctly answer a minimum of 106 questions. Which means the minimum percentage score to be obtained should be 60.6%.
All of PMI’s credential examinations are administered in English. Examination language aids are available to assist candidates for whom English is a second language. The aids provide a translation of exam questions and answers and are available in 10 languages – Chinese (Simplified), French, German, Hebrew, Italian, Japanese, Korean, Portuguese (Brazilian), Russian, and Spanish.
Examination Content - Percentage Of Questions
* Initiating the Project - 11%
* Planning the Project - 23 %
* Executing the Project - 27 %
* Monitoring and Controlling the Project – 21 %
* Closing the Project – 9 %
* Professional and Social Responsibility - 9 %
PMP Exam Registration
You can apply Online or use the paper form. Your payment to PMI is normally by credit card or mailed check. You should plan on joining as a member of the Project Management Institute to save money now and in the future
http://www.pmi.org
For candidates who need to apply via a paper application, please download the following documents (as needed).
PMP Handbook and Application Forms
CAPM Handbook and Application Forms
Fees for PMP Exam
Project Management Professional (Fee in USD)
Initial Certification Fee - member of PMI in good standing ($405.95)
Initial Certification Fee - non-member of PMI ($555.95)
Re-Examination Fee - member of PMI in good standing ($275.95)
Re-Examination Fee - non-member of PMI ($375.95)
Some of Popular PMP Training providers in India
* Prologic systems (P) Limited, 16/2A, 401, Ansal forte, Rupene Agrahara, Hosur Road, Bangalore – 560068, Karnataka, India., Phone : +91 80 51114915 Mobile : +91 9845178851, url : www.prologic.in
* KnowledgeWorks IT Consulting Pvt. Ltd.,197, E-5, 2nd Floor,8th “B” Main 27th Cross, Jayanagar 3rd Block, Bangalore – 560011, Landmark : Near to G.K.Vale Photostudio / Pizza Hut, General email: training@knowledgeworksindia.com , Phone: +91-80-26630622 / +91-80-22459941 (O)
* PMTI-India, No. 337/2RT, Opp. to Metro Water Tank, Sanjeeva Reddy Nagar, Hyderabad, Andhra Pradesh - 500038
* Quality Solutions for Information Technology Pvt. Ltd., A-706 & 707, 7th Floor, Mittal Towers, M.G. Road, Bangalore - 560 001 INDIA, Tel: +91-80-2558 5386 / 4113 4334, Fax: +91-80-2559 7445, email: contact(at)qsitglobal.com
* AstroWix Corporation, A-53/54 Sector 16, NOIDA - 201 301, UP, India, TEL:+91 (120) 431 5760, FAX: +91 (120) 431 5766; 484, 25th Main, 2nd Cross, 2nd Stage BTM Layout , Bangalore 560076, INDIA, TEL:+91 (80) 5120 1679, Fax:+91 (80) 2678 5916, Email : info@astrowix.com
Some of popular PMP preparation forums
* Pmhub
* Head First
* Tcqaa
* Phpbb2
* Ecademy
Sunday, August 19, 2007
Few useful downloads here :)
http://www.esnips.com/web/adeelkl-PMP/
or browse http://www.esnips.com and search for PMP.
Get all you want :).
or browse http://www.esnips.com and search for PMP.
Get all you want :).
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