Chapter 4 covers a subject of critical importance to the PM that is almost universally ignored in project management texts: the art of negotiating for resources. The chapter also describes some major sources of interpersonal confl ict among members of the project team. | Chapter 4 Managing Conflict and the Art of Negotiation 4- Conflict Conflict: the process which begins when one party perceives that the other has frustrated some concern of his Our concern is goal conflicts that occur when a group pursues goals different from other groups Identifying and Analyzing Stakeholders Identify stakeholders Usually through expert judgment of PM Create stakeholder register Create stakeholder issue log Analyze stakeholders Update stakeholder register Power-Interest Grid Commitment Assessment MAtrix 4- Power-Interest Grid 4- Commitment Assessment Matrix 4- Managing Stakeholder Engagement Obtain and conform stakeholder commitment Communicate with stakeholders Proactively address stakeholder concerns Resolve issues in a timely fashion 4- 4- Conflict and the Project Life Cycle R&D Market introduction Growth Maturity Deterioration Death 4- Project Life Cycle Formulation Buildup Main program Phase-out Conceptualization Planning Execution . | Chapter 4 Managing Conflict and the Art of Negotiation 4- Conflict Conflict: the process which begins when one party perceives that the other has frustrated some concern of his Our concern is goal conflicts that occur when a group pursues goals different from other groups Identifying and Analyzing Stakeholders Identify stakeholders Usually through expert judgment of PM Create stakeholder register Create stakeholder issue log Analyze stakeholders Update stakeholder register Power-Interest Grid Commitment Assessment MAtrix 4- Power-Interest Grid 4- Commitment Assessment Matrix 4- Managing Stakeholder Engagement Obtain and conform stakeholder commitment Communicate with stakeholders Proactively address stakeholder concerns Resolve issues in a timely fashion 4- 4- Conflict and the Project Life Cycle R&D Market introduction Growth Maturity Deterioration Death 4- Project Life Cycle Formulation Buildup Main program Phase-out Conceptualization Planning Execution Termination 4- Categories of Conflict Different goals and expectations Uncertainty about authority Interpersonal conflict 4- Project Formation Conflict centers around the confusion of starting a new project Many of the policies and procedures have not yet been formed The objectives of the project are not yet finalized Conflict cannot be avoided at this phase In fact, much of this conflict is good conflict 4- Handling Project Formation Conflict Technical objectives must be set Senior management and line managers must commit to the project The priority for the project must be set Organizational structure of the project must be established 4- Project Buildup Conflicts tend to be technical in nature Conflicts between the PM and the functional areas tend to predominate 4- Main Program Schedules are a major source of conflict Some tasks will be late and the schedule should be adjusted or the time made up The more complex the project, the more difficult it is to trace the .
