commercial project negotiation
(Insert Student Name) / (Insert Student Number) - PPMP20011 Unit Portfolio for Week 6
Weekly Portfolio Learning Table
|
Description of topics including reading samples |
Learning outcomes of the unit |
Learnings from your experience, this and prior unit reading, assignments |
Supporting documentation including your prior learning |
|
Week 6 Topic: Commercial Conflict Resolution.
Collaborative Project Procurement Arrangements (2015) by Derek H. T. Walker and Beverly M. Lloyd Walker;
|
3. Differentiate methods of project negotiation, conflict management, and stakeholder engagement across projects consisting of differing technology standards and asset lifecycles.
|
The objective of this week’s topic is to make sure you have an appreciation of the Role of the Project Manager in Commercial Negotiation.
Try to ask yourself the questions that were in the slides in the 6th week’s lecture:- 1. What is the influence of Trust upon Commercial Negotiation? 2. Can Trust be changed by Political Interests? 3. Does Trust assist in Commercial Conflict Resolution? 4. What is the influence of Collaboration Frameworks upon Commercial Negotiation? 5. Can Co-learning between Teams change the outcomes of Commercial Negotiation? 6. In what way does taking the Perspective of others help or hinder Commercial Negotiation? 7. How does Social Capital impact on Commercial Negotiation? 8. Does it change as a consequence of the parties Cultural Background? 9. How does Social Capital impact on Commercial Negotiation? 10. Does it change as a consequence of the parties Cultural Background? 11. How does Social Capital impact on Commercial Negotiation? 12. Does it change as a consequence of the parties Cultural Background?
In conclusion to this week: 13. Do the ideas in Chapter 4 help in structuring your thoughts around Commercial Project Negotiation? 14. How does this week’s topic relate to the previous weeks topics? 15. How relevant are the thoughts of Alfredson & Cungu from the Food and Agriculture Organization of the United Nations in the context of this chapter? Or are we looking at completely different ideas? |
PPMP20011 Unit Profile PPMP20011 Moodle Web site Have you any insights you can add from other units you have studies or readings you’ve made?
|
|
Are any of the activities above relevant to your reflections for the learning outcomes on the right? |
4. Explain and apply methods of identifying and reconciling inconsistent and conflicting objectives and drivers that develop, maintain, mange relationships and communication with key stakeholders. |
|
Have you any insights you can add from other units you have studies or readings you’ve made?
|
|
Are any of the activities above relevant to your reflections for the learning outcomes on the right? |
5. Explain the consequences of project delays, disruptions, and changes to planned activities and the methods for claims variations, liquidated damages, contract entitlements, and arbitration. |
|
Have you any insights you can add from other units you have studies or readings you’ve made?
|
|
Are any of the activities above relevant to your reflections for the learning outcomes on the right? |
6. Evaluate project management tools that help avoid or provide conflict resolution via negotiated solutions.
|
|
Have you any insights you can add from other units you have studies or readings you’ve made?
|
References
Anbari F.T., Giammalvo P., Jaffe P., Letavec C., and Merchant R. (Date Unknown) “The Chunnel Project”. PMI Case Studies in Project Management. http://www.pmi.org/~/media/PDF/Academic/case%20studies/Chunnel%20Project.ashx Visited …../…/…
Kerzner H. 2013. Project Management: A Systems Approach to Planning, Scheduling, and Control, 11th Edition. Hoboken, USA: John Wiley & Sons.
Peña-Mora F., and Tamaki T. 2001. "Effect of Delivery Systems on Collaborative Negotiations for Large -Scale Infrastructure Projects”. Journal of Management in Engineering. Vol:April 2001 pp.105-121
PMI. 2013a. A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. USA: Project Management Institute.
2 of 4