1. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations The process of improving the competencies, team interaction and the overall team environment to enhance project performance Includes teamwork and developing effective project teams to improve project success Project Manager’s need to motivate, develop, support, recognise and reward team members Other critical factors for good teamwork include communication, trust and conflict resolution Occurs during Execution InitiationPlanning ExecutionClose Monitor Control Adapted from PMBOK 4 th Edition

2. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Inputs to Develop Project Team - Project Staff Assignments Project Management Plan Resource Calendars Organisational Process Assets –HR policies and procedures –Templates for organisation charts and position descriptions –Competency frameworks –Lessons learned from previous projects –People and performance management procedures –Change management methodologies Adapted from PMBOK 4 th Edition

3. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Tools and techniques for Develop Project Team Adapted from PMBOK 4 th Edition Interpersonal Skills Development Activities Training Team Building Activities Team Charter Co-location Recognition & Rewards Collaboration Tools Conflict Resolution Framework

4. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Training – One of the primary ways to enhance skills for team members and to address skill gaps for current positions Can be on-the-job style training or external courses, which are considerably more expensive Development Activities - Alternative ways to fill skill gaps or to obtain new skills, includes mentoring and coaching, self study, secondments etc Often overlooked in development plans as most team members tend to look for external training opportunities (which are much more costly) Adapted from PMBOK 4 th Edition

5. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Team-Building Activities – Can vary from a short kick off meeting for a project to off-site, to regular team drinks, to externally facilitated workshops Critical in the early stages of team formation to ensure that the team can become productive and needs to continue throughout the project Often includes setting of Ground Rules and common objectives, as well as mechanisms to discuss issues and to resolve conflict Team Charter or Ground Rules - Formal document developed at the inception of the project team that defines behaviours and expectations for team members – decreases misunderstandings and increases productivity Needs to be consistent with the organisational culture Adapted from PMBOK 4 th Edition

6. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Co-location – Where possible it is a good idea to place all of the active project team members in the same work place Greatly enhances team work but may not be possible due to distributed workforce, space limitations and virtual teaming Collaboration Tools - Essential communication mechanisms and repository for all project deliverables, procedures and documentation Especially important where the team members cannot be co- located Includes tools such as SharePoint, Intranet etc Adapted from PMBOK 4 th Edition

7. BSBPMG507A Manage Project Communication 10.4 Manage Stakeholder Expectations Outputs of this process include – Team Performance Assessments –Formal and informal assessment of project team and individual performance –Often governed by organisational performance management policies and procedures –Enables identification of training and development requirements, or assistance that may be required to improve effectiveness Change Management Activities –Improves the team’s ability to perform at a high level –Assesses resistance factors and provides an environment where concerns can be addressed –Assists in identification of optimal team building activities Adapted from PMBOK 4 th Edition

8. BSBPMG507A Manage Project Communication Negotiation Principles Negotiation is a sophisticated form of communication, a part of the constructive management of conflict. It is important that conflict management skills be used throughout the negotiation process. The Conflict Resolution Network suggests five basic principles of negotiation to adopt a win/win approach and ensure an outcome that all parties agree on. Be hard on the problem and soft on the person Focus on needs, not positions Emphasise common ground Be inventive about options Make clear agreements Source: The Conflict Resolution Network – www.crnhq.org

9. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 1. Preparation Do your homework and know as much as possible about yourself and the other parties. What is each party's Best Alternative to a Negotiated Settlement (BATNA) i.e. can any of the parties walk away from the negotiations? Your best and worst case scenarios (your settlement range) Your options and the pros and cons of each The other parties' reputations and negotiation models (win/win? win/lose?) Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

10. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 2. Create an appropriate climate and environment Physical: location, venue, seating arrangements should be neutral, non-threatening, calm, supportive. Verbal: use language appropriate and understandable to both parties; use interpreters if necessary. Time frame: be flexible and don't rush to an outcome - successful negotiation requires time and effort and quick fixes may be only short term solutions. Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

11. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 3. Establish the ground rules Behavioural: not interrupting; taking turns; respect; no abuse. Procedural: clarify roles of various parties - facilitator, chairperson, experts, absent partners. Substantive: what can be discussed and decided; confidentiality; privacy; permission to speak to the media. Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

12. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 4. Adopt conflict resolution strategies including - Commit to a win/win solution Fight fair Manage your emotion Be honest Get your facts right Focus on the issue not the person Maintain the relationship (create empathy by seeing yourself and the other party from their point of view) Identify unfair tactics and deal with them Use active listening (noting non-verbal as well as spoken messages - facial expressions, voice inflexions, body language) Use a variety of questioning techniques Make it possible for parties to back down at any stage without feeling humiliated Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

13. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 5. Confirm the authority the participants have to negotiate Do all participants have the authority to negotiate a mutually acceptable agreement and see that it is implemented? 6. Identify the non-negotiables What can the meeting discuss and decide? What is not negotiable for you and the other parties (is this immutable)? Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

14. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 7. Identify the issues and agree on them Clarify the areas where you disagree Divide the issues into parts During the negotiation, address a less difficult aspect when stuck Throughout the process, refocus on the issues and try to resolve them based on what's fair for all parties. Explore best and worst alternatives to negotiating an acceptable agreement Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

15. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 8. Clarify each party's needs and wants/interests and positions and explore them Wants are not the same as needs; Explore why the parties have these needs/wants - it may end the conflict (as the story of the two cooks who wanted an orange reveals - one needed the juice and the other needed the rind). Base the negotiation on the basic needs and true interests of the parties Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

16. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 9. Find the common ground and establish a common purpose You will now have defined the scope of the dispute and set a more balanced tone for the negotiation If possible, establish some objective fair standards against which your final solution can be judged 10. Explore the options Suggested options must satisfy the parties' needs Be as inventive and creative as possible in suggesting and exploring all options Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

17. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 11. Discuss possible solutions, including their viability Which solutions address most of what you all want? Which solutions most create a win/win situation? Review common ground 12. Select areas of agreement and commit to these Make clear agreements Check that all parties understand and confirm these agreements Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

18. BSBPMG507A Manage Project Communication Negotiation Process - 14 Steps 13. Record these agreements. Ensure all parties have copies of the record of agreements 14. Decide on follow up action and time frame Negotiators will need to report outcomes to other stakeholders If there is media interest, decide who will be the spokes- person/people Decide on a time for implementation of the agreement Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department – www.communitybuilders.nsw.gov.au

19. BSBPMG507A Manage Project Communication Channels for Negotiation Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998 Communication ChannelAdvantagesDisadvantages Face to Face Promotes good communication Allows co-operative and interactive problem solving Tends to be flexible Promotes honesty Agreements can be executed immediately Travel and accommodation costs Artificial time restrictions Harder to confer with advisers and absent team members Can be stressful for some participants Telephone or Teleconference Immediate response Normally easy to establish contact Artificial time constraints Unable to see non verbal queues Easy to misunderstand meaning Can be expensive if long distance Easier to be less truthful Correspondence – Hardcopy, email etc Time to consider proposals Less misunderstandings Permanent record Difficult to misrepresent or lie Outcome more certain and enforceable No immediate response Normally takes longer Slows down negotiations May not generate as many options as it is not interactive Doesn’t promote co-operative problem solving Very inflexible

20. BSBPMG507A Manage Project Communication Uses of Negotiation Skills 1.Conflict Resolution 2.Contract Negotiation 3.Salary Negotiation 4.Others?