When managing a project, some form of negotiation is always required. It could be, asking someone to work late, obtaining sign-off on a deliverable or prioritizing someone’s work-load.

Various different approaches can be followed and some classic guidelines that can be followed, such as:

1. High aspirations may lead to a more successful negotiation.
2. Do not reveal your initial position.
3. Think about concessions before making them.
4. Ask questions to find out more about the other side’s position.
5. Be discreet and only reveal the information necessary at the time.
6. Check to see there is proof behind any assumptions being made.
7. Take your time. Quick settlements aren’t always the best ones.
8. Develop a plan beforehand to improve performance during a negotiation.
9. Stick to the plan and stay focused throughout the entire process.
10. Know when to walk-away.

Now back to the world of projects, there are some obvious times that come to mind where negotiation skills might be required:

• Sub-contractor negotiation e.g. price, quality
• Sign-off e.g. project documents (PID etc.), functionality, UAT
• Resource commitment e.g. who works on what and which project is the priority?
• Task / CR prioritization
• Team structure e.g. who is going to be the senior user / product owner?
• Is it a bug or change request?

Using a scenario detailed above, for example determining the team structure. A conversation / negotiation may go as follows:

Mr. A: “I think Bill should be the Product Owner for the project”

Mr. B: “No, it has to be Jon”

Mr. A: “Bill is the better person for the job”

Mr. B: “Jon is”

Mr. A: “Bill is”

My own view is that the key to successful negotiation can be achieved via gaining the trust of an individual and careful planning. Preparing well is critical and this will give you an advantage when negotiating.

Perhaps if we apply those two principles to the conversation above, it may go like:

Mr. A: “I think Bill should be the Product Owner for the project”

Mr. B: “No, it has to be Jon as he worked on a similar project last year, look at the results he produced”

Mr. A: “Ok, I trust your opinion as we have worked well on projects before & I can’t argue with that evidence. But can Bill be his deputy?”

Mr. B: “Good idea, done”

Crude example I know, but I hope you get my point.

Other points, worth considering:

Have confidence and be sure that you can keep control at all times. Aim highly, but don't underestimate the opposition.

Be persuasive and offer some incentive to keep the customer interested.

Don't close an agreement until you are happy. This could be difficult if you have been put in a 'corner' but this would perhaps be an effect of poor preparation.

Just as importantly, negotiations on projects are to seek solutions to the conflict that not only satisfy an individual’s own needs, but also satisfy the needs of the other parties-at-interest.