Study Hall - Module 6 Negotiating

A senior stakeholder is refusing to sign off on a project phase, insisting on additional changes that will impact cost and schedule. The changes are not critical, but the stakeholder is highly influential within the organization. The team is ready to proceed but is concerned about the stakeholder's pushback. What should the project manager do?

A vendor contract negotiation is at a standstill because the vendor is demanding an unrealistic payment schedule that conflicts with the project's financial constraints. The vendor is critical to the project, and delays in negotiation are impacting timelines. What should the project manager do?

A project team is negotiating resource allocation with another department, but the department head is reluctant to release personnel due to competing priorities. The project is falling behind schedule as a result. What should the project manager do?

A client is using their leverage to demand late-stage project changes that will increase costs and extend delivery timelines. The contract does not explicitly prohibit such changes, but they are outside the originally agreed-upon scope. What should the project manager do?

A supplier has under-delivered on key components, affecting the project schedule. They are offering a price discount instead of expedited delivery, but the project cannot afford additional delays. What should the project manager do?

A functional manager is pushing back against project demands, arguing that their team is already overburdened and cannot meet the requested deliverables on time. The manager holds key resources needed for project success. What should the project manager do?

During contract negotiations, the other party is employing high-pressure tactics, insisting that their offer is non-negotiable and must be accepted immediately. The terms are not favorable to the project's financial interests. What should the project manager do?

A team member negotiating a contract with a third party is focusing only on price, neglecting other contractual terms that could impact long-term risk. What should the project manager do?

A highly experienced project stakeholder is resisting a proposed risk mitigation strategy, arguing that historical data suggests the risk is negligible. However, the project team believes the risk must be addressed. What should the project manager do?

A senior executive is pressuring the project team to commit to an unrealistic deadline. The team is concerned about quality risks, but the executive argues that meeting the deadline is non-negotiable. What should the project manager do?

A client is insisting on additional features outside the agreed scope, arguing that they were implied in earlier discussions. The project team is concerned about scope creep, but the client refuses to sign off on the current deliverables without these changes. What should the project manager do?

A vendor is requesting a price increase, citing unforeseen material costs that were not accounted for in the original contract. The project budget is already tight, and there is limited flexibility for additional expenses. What should the project manager do?

A functional manager is unwilling to release key team members needed for a critical project phase, arguing that their department's workload is already stretched. The delay is impacting project timelines, and leadership is expecting a resolution. What should the project manager do?

A supplier is failing to meet performance expectations, but the contract does not include clear penalties for underperformance. Stakeholders are concerned about delays, and the supplier is offering minimal concessions. What should the project manager do?

A team member involved in a negotiation with an external contractor is prioritizing speed over long-term risk considerations. The contract favors short-term cost savings, but there are potential liabilities that have not been fully assessed. What should the project manager do?

A client is using their influence to demand a contract renegotiation after the project has already begun. They argue that market conditions have changed, but the team believes that the agreed-upon terms should be upheld. What should the project manager do?

A third-party contractor is negotiating for broader decision-making authority, arguing that their expertise will speed up execution. However, the project team is concerned about losing control over key deliverables. What should the project manager do?

An internal stakeholder is unwilling to compromise on budget constraints, refusing to consider any scope adjustments despite significant project risks. The team believes modifications are necessary to ensure project success. What should the project manager do?

A vendor is refusing to disclose certain cost breakdowns, arguing that their pricing model is proprietary information. The project team is concerned about transparency, as cost overruns have already occurred. What should the project manager do?

A high-ranking stakeholder is pushing for contract changes that introduce unclear accountability structures. The team is concerned about operational confusion, but the stakeholder insists the changes will improve agility. What should the project manager do?

A client is demanding price reductions after the contract has been signed, citing budget constraints that were not discussed earlier. The project has fixed financial commitments, and reducing costs could impact deliverable quality. What should the project manager do?

A vendor is consistently late on deliveries but claims that external supply chain issues are outside their control. Stakeholders are pressuring the project team to escalate, but the vendor remains non-committal about improvements. What should the project manager do?

A functional manager has agreed to provide resources for a project but is now backtracking, arguing that higher-priority initiatives have emerged. The delay is jeopardizing project timelines, but the manager has authority over allocations. What should the project manager do?

A contractor has exceeded their approved budget, citing unforeseen work complexity. The contract does not include flexible cost adjustments, and the finance team is unwilling to approve additional spending. What should the project manager do?

A project sponsor is advocating for an aggressive deadline that the team believes is unrealistic. The sponsor insists that market opportunities require urgency, but the team fears quality risks if they comply. What should the project manager do?

A client wants to renegotiate penalty clauses after experiencing delays on their end, arguing that the project schedule should be adjusted accordingly. However, leadership believes the client should be held accountable for contract terms. What should the project manager do?

An internal project team is struggling to finalize a critical supplier agreement, as procurement is pushing for lower costs, while the team prioritizes reliability. The supplier is becoming impatient with the delays. What should the project manager do?

A regional business unit is negotiating separate contract terms for an international project, arguing that local regulations require flexibility. The central project office wants standardization, but failure to adapt could create legal risks. What should the project manager do?

A third-party consultant involved in negotiations is suggesting a more aggressive bargaining approach, arguing that more concessions can be gained. The team is concerned about jeopardizing long-term relationships with the other party. What should the project manager do?

A supplier contract renewal is due, and the supplier is offering loyalty-based discounts, but only if the agreement excludes competitive bidding. The finance team is skeptical, arguing that the market should be tested for better rates. What should the project manager do?

Negotiation

Performance-Based Payments

Strategic Value Demonstration

Scope Trade-offs

Expedited Delivery Negotiation

Workload Adjustments

Time for Review

Holistic Negotiation

Alternative Risk Response

Phased delivery

Obligation Clarification

Cost-Saving Measures

Phased Resource-Sharing

Performance Incentives

The Big Picture

Trade-off Assessment

Governance Structure

Data-Driven Trade-offs

Confidential Reporting

Role Clarification

Value Maintenance

Reliable Deliveries

Resource Allocation

Cost Sharing

Delivery Options

Evaluation Concerns

Balanced Costs

Framework Compliance

Partnership Maintenance

Fair Assessment