270 items found

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Neelix Task Manager for Jira

Productivity companion for templating tasks and subtasks, data quality, analytics, team experiences and project management

Negating Negativity: Quashing Negativity Before It Gets Out Of Control

by David Whitemyer September 12, 2012

Outward negativity on projects can create speed bumps toward successful project completion and can cause project failure, which is a risk no project manager can afford to take. This article discusses how to overcome negativity on projects before it gets out of control. In doing so, it examines the different approaches required when turning around a bad attitude with team members, stakeholders and sponsors. Specifically, it identifies four types of team members whose actions foster negative morale. It then identifies sources of stakeholder negativity and suggests how project managers can turn off-putting stakeholders into project allies. Next, the article suggests how project managers can handle negative executive sponsors or negative clients. Accompanying the article is a sidebar that identifies five common negative traits.

Negotiating Stakeholder Expectations: The Key to Better Requirements

by Mark Mullaly, Ph.D., PMP September 10, 2007

If requirements are essential to project success, figuring out whom all of our stakeholders are--and all that each of them expects--is a pretty fundamental factor for our projects being more effective.

Negotiating Technology Contracts

by Andy Quick June 3, 2002

Most IT companies are armed to the hilt with techniques to get the best deal for them, not for you. Don't be bullied. Here's how to take the lead in the negotiating dance.

Negotiating the Numbers You Need: Politics and the Project Estimate

by Mark Mullaly, Ph.D., PMP February 19, 2008

Nothing about projects is as political as the estimates we create. Who actually determines what "on time” or “on budget” should be? How do we know what the right schedule or budget for a project should actually be?

Negotiating Your Leadership Authority

by Mark Mullaly, Ph.D., PMP August 20, 2007

While leadership is a process, it is a conditional, flexible and ambiguous one. Being an effective leader as a project manager is determined in part by our comfort level with ambiguity and our uncertainty, and our willingness to adopt and adapt given the situations that we face.

Negotiation Checklist

PREMIUM checklist

by Andy Jordan

This template provides a framework to help you identify the most important elements of a negotiation. Many people enter a negotiation without being prepared, and as a result they don’t achieve what they want. By planning for the negotiation with this template, you can develop a better strategy and understanding of your needs.

Negotiation for Project Managers (Part 1)

by Srinath Nagarajan April 5, 2004

Negotiation is for everybody. Almost everybody negotiates every day. While some people thrive in these situations, many others tend to shy away. And while skilled negotiators use a set of skills, approaches and tools to reach a successful outcome, the untrained or inexperienced may be tempted to view it as a battle of wits with an opponent that ought to be won...at any cost!

Negotiation for Project Managers Part 2: Toolkit for Success

by Srinath Nagarajan April 26, 2004

In the first part of this series, we examined how negotiation plays an integral part in almost all project communications. We touched upon how different players in a project team may negotiate to meet different interests. We also discussed how a principled negotiation differed from the typical 'tough act' approach. In this part, we will be stepping deeper and discussing a tool kit that contains five steps that would help enable parties to conduct a principled negotiation.

Negotiation For Project Managers Part 3: Experiences From the Real World

by Srinath Nagarajan May 10, 2004

In our first two parts, we discussed the basic tenets of negotiation and covered some process ground by discussing five strategies that project managers could use to become better negotiators. In this concluding installment, we will examine real-world negotiation strategies and experiences. This part covers practical negotiation tips and strategies from practitioners of the art--you will be reading tips on what works and what does not.

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