Use Problem-Solving Judo in Midstream Negotiations with Stakeholders (Part 1 of 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

Negotiations with stakeholders over workforce management issues are probably not on your list of favorite things to do. They can simultaneously make you feel powerless as they force changes midstream, which disrupt your project. Cases in point:

• A business side director says during planning that users of the new application you are deploying will be ready for upgrade on a certain date. Later though, the director tells you that "unforeseen circumstances" mean that the business users will not be ready and that your project will be delayed. It looks like you have no recourse but to deal with it.
• The leader of a developers group confirms during planning activities that you will be able to use the number of resources you require to complete customization and testing of a new off-the-shelf product. Closer to the scheduled time, however, the leader notifies you that the resources will not be available during the critical weeks you need them. Sorry. You feel helpless.

In these situations, it is not likely that any previous promises or improved planning would remedy the situation. Changes in markets and organizations can leave you with apologies and not accomplishments. What you need in these circumstances is leverage for negotiation, and you can get that by being a little devious.

First you need to know your minimum requirements and then you …

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