ECHOS DE LA GESTION DE PROJET : IDÉ

ECHOS DE LA GESTION DE PROJET : IDÉES ET OPINIONS DE GESTIONNAIRES DE PROJETPermalien | CommentairesSimple, mais vrai : les professionnels de la gestion de projet doivent savoir négocier. Que ce soit avec les clients, les fournisseurs, les sous-traitants, les collègues ou les autres services de l’entreprise, la négociation est une compétence nécessaire à la communication d’idées, à l’obtention de fonds et de ressources ainsi qu’à la conclusion d’accords et à l’établissement de conditions. William Ury, cofondateur du Program on Negotiation [programme de recherche sur la négociation] à Harvard, insiste sur l’art de négocier. Selon lui, une négociation réussie doit permettre aux deux parties de prendre des décisions efficaces et sages, mais également de maintenir de bonnes relations ou d’améliorer celles-ci.Le processus de négociation se divise en quatre étapes. Tout d’abord, la préparation, soit l’acquisition de renseignements, de documents et de données nécessaires à l’obtention d’un accord. Par exemple, lors de la négociation des détails d’un contrat avec des sous-traitants, le gestionnaire de projet doit connaître les différentes phases du projet, les livrables, les jalons, les délais, les ressources nécessaires et les attentes. Au cours de cette phase de préparation, il est préférable de se concentrer sur des ententes à la satisfaction des parties axées sur les intérêts communs. Ce faisant, on peut alors trouver des solutions et prendre des décisions bénéfiques à tous.Au cas où l’on ne parviendrait à aucun accord, il est conseillé de prévoir un plan de repli avant de se lancer dans les pourparlers. Par exemple, lors de la négociation d’une ressource essentielle à l’activité d’un autre service, un bon plan de repli devrait prendre en compte les éléments suivants : La « meilleure solution de rechange à une entente négociée », telle que la sous-traitance de cette activité ou l'attribution de cette tâche à un intervenant externe. La « pire solution de rechange à une entente négociée », telle que l’annulation ou le retardement de l’activité. Un « point ou prix de rupture », c'est-à-dire le point auquel les parties décident soit de mettre de côté le problème et d’y revenir plus tard afin d’évaluer les différentes options qui s’offrent à elles, soit d’abandonner les négociations étant donné que les options sont inacceptables. Un « terrain d'entente possible », c’est-à-dire où les intérêts des deux parties se rejoignent. Par exemple, un accord permettant au service de disposer de la ressource à mi-temps, prévoyant l’échange de la ressource ou encore la décharge de certaines responsabilités pour le service concerné.Ensuite, l’échange d'information et la révélation des détails nécessaires à l’autre partie. Cette étape permet un travail efficace et évite toute frustration puisque tous les renseignements pertinents sont accessibles et les études adéquates peuvent donc être effectuées avant la rencontre. Pour un projet, ces renseignements peuvent comprendre des considérations culturelles ou environnementales ainsi que les normes, les règlements ou les politiques de l’entreprise. Puis, les pourparlers. C'est au cours de cette étape qu’ont lieu la majorité des interactions entre les parties, chaque intervenant ayant son style de négociation et utilisant différentes techniques pour parvenir à ses fins. De même, c’est à ce moment-là que le risque d’échouer ou de rencontrer des problèmes est le plus élevé; il se peut que les tempéraments difficiles se révèlent et les frustrations montent.Afin de réussir les pourparlers, il est nécessaire de se concentrer sur les intérêts communs et d’énoncer les objectifs dès le départ pour éviter toute supposition. Il est également recommandé de connaître ses propres faiblesses, savoir quels sont les propos ou les actions susceptibles de provoquer chez soi une réaction hostile ou présomptueuse. Face à une telle situation, il est nécessaire, avant de continuer, de poser des questions afin que les interlocuteurs puissent expliquer leur point de vue, de les écouter et, enfin, de répondre de façon objective et professionnelle.Il est plus aisé de mener des pourparlers lorsque l’on garde en tête que tous les intervenants sont présents pour résoudre des problèmes, et non en tant qu'adversaires. Cet état d’esprit ouvre la voie à de nouvelles questions, favorise l’écoute de tous et l’atteinte d’un terrain d’entente. Enfin, la conclusion. Si l’on considère le projet comme un cycle, cette étape est celle qui vient le clore et lier les parties dans l'obtention des résultats énoncés par le contrat.

Kết quả (Anh) 1:

ECHOS DE LA GESTION DE PROJET : IDÉES ET OPINIONS DE GESTIONNAIRES DE PROJET
Permalien | Commentaires
Simple, mais vrai : les professionnels de la gestion de projet doivent savoir négocier. Que ce soit avec les clients, les fournisseurs, les sous-traitants, les collègues ou les autres services de l’entreprise, la négociation est une compétence nécessaire à la communication d’idées, à l’obtention de fonds et de ressources ainsi qu’à la conclusion d’accords et à l’établissement de conditions.
William Ury, co-founder of the Program on Negotiation [research program negotiating] at Harvard, emphasizes the art of negotiating. According to him, a successful negotiation is to allow both sides to take effective and wise decisions, but also to maintain good relations and improve them.
The negotiation process is divided into four stages. First, the preparation or acquisition of information, necessary documents and data to obtain an agreement. For example, when negotiating the details of a contract with subcontractors, the project manager must know the different phases of the project, deliverables, milestones, timelines, resources and expectations.



Au cours de cette phase de préparation, il est préférable de se concentrer sur des ententes à la satisfaction des parties axées sur les intérêts communs. Ce faisant, on peut alors trouver des solutions et prendre des décisions bénéfiques à tous.
Au cas où l’on ne parviendrait à aucun accord, il est conseillé de prévoir un plan de repli avant de se lancer dans les pourparlers. Par exemple, lors de la négociation d’une ressource essentielle à l’activité d’un autre service, un bon plan de repli devrait prendre en compte les éléments suivants :
La « meilleure solution de rechange à une entente négociée », telle que la sous-traitance de cette activité ou l'attribution de cette tâche à un intervenant externe.
The "worst alternative to a negotiated agreement" as the cancellation or delay activity.
A "point or price break", that is to say the point at which the parties decide whether to set aside the problem and come back later to assess the various options available to them, either to abandon negotiations since the options are unacceptable.
A "possible common ground," that is to say where the interests of both sides meet. For example, an agreement allowing the service to have the resource half time, providing for the exchange of the resource or the discharge of certain responsibilities to the service concerned.
Then the exchange of information and the disclosure of details necessary for the other party. This step allows efficient work and avoids frustration since all relevant information is accessible and appropriate studies can therefore be carried out before the meeting. For a project, this information may include cultural or environmental considerations as well as standards, regulations, or company policies.



Then the talks. It is during this step that take place the majority of the interactions between the parties, each party having its trading style and using different techniques to achieve its ends. Similarly, it is at this point that may fail or have problems is highest; it may be that the difficult temperaments are revealed and frustrations mount.
To be successful the talks, it is necessary to focus on common interests and to state the objectives from the outset to avoid any assumption.
It is also recommended to know your own weaknesses, what are the words or actions likely to cause home a hostile or arrogant reaction. Faced with such a situation, it is necessary, before continuing to ask questions so that stakeholders can explain their views, listen to them and finally meet in an objective and professional manner.
It is easier to hold talks when one keeps in mind that all stakeholders are present to solve problems, and not as adversaries. This mind opens up new questions, promotes listening to all and achieving common ground.
Finally, the conclusion. If we consider the project as a cycle, this step is the one that comes close and bind the parties in achieving the results set out in the contract.

Kết quả (Anh) 2:

PROJECT MANAGEMENT ECHOES: IDEAS AND OPINIONS OF PROJECT MANAGERS
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Simple, but true: project management professionals need to know how to negotiate. Whether with customers, suppliers, subcontractors, colleagues or other company departments, negotiation is a necessary skill for communicating ideas, obtaining funds and resources, and concluding agreements and the establishment of conditions.
William Ury, co-founder of the Program on Negotiation at Harvard, insists on the art of negotiation. In his view, successful negotiation sets in hand for both sides to make effective and wise decisions, but also to maintain good relations or improve them.
The negotiation process is divided into four stages. First, the preparation of the information, documents and data needed to reach an agreement. For example, when negotiating the details of a contract with subcontractors, the project manager must know the different phases of the project, deliverables, milestones, deadlines, resources and expectations.

During this preparation phase, it is preferable to focus on agreements to the satisfaction of the parties focused on common interests. In doing so, solutions can be found and decisions that benefit everyone.
In the event that no agreement is reached, it is advisable to have a withdrawal plan in place before entering into the talks. For example, when negotiating a resource essential to the activity of another service, a good fallback plan should take into account:
The "best alternative to a negotiated agreement" such as outsourcing this activity or assigning this task to an external stakeholder.
The "worst alternative to a negotiated agreement" such as cancelling or delaying the activity.
A "break point or price" is the point at which the parties decide either to set aside the problem and come back to it later to assess the various options available to them, or to abandon the negotiations as the options unacceptable.
A "possible common ground" where the interests of both parties come together. For example, an agreement allowing the service to dispose of the resource part-time, providing for the exchange of the resource or the discharge of certain responsibilities for the service concerned.
Then, the exchange of information and the disclosure of the details necessary to the other party. This step allows for effective work and avoids frustration as all relevant information is available and appropriate studies can be done prior to the meeting. For a project, this information may include cultural or environmental considerations as well as company standards, regulations or policies.

Then the talks. It is during this stage that the majority of interactions take place between the parties, each stakeholder having his or her negotiating style and using different techniques to achieve its goals. Similarly, this is when the risk of failure or problems is highest; difficult temperaments may turn out and frustrations may rise.
In order to succeed in the talks, it is necessary to focus on common interests and set out objectives from the outset to avoid speculation.
It is also recommended to know your own weaknesses, what words or actions might provoke a hostile or presumptuous reaction at home. In the face of such a situation, it is necessary, before continuing, to ask questions so that the interlocutors can explain their point of view, to listen to them and, finally, to answer them objectively and professionally.
It is easier to hold talks when we keep in mind that all stakeholders are present to solve problems, not as adversaries. This mindset opens the door to new questions, encourages everyone to be listened to and to reach common ground.
Finally, the conclusion. If the project is considered a cycle, this step is the one that closes it and binds the parties in obtaining the results set out in the contract.

Kết quả (Anh) 3:

Project management theory and opinion
Permaline , 124; comments
Simple, but true: project management professionals must know how to negotiate. Whether negotiating with customers, suppliers, subcontractors, colleagues or other departments of the company, it is necessary to communicate ideas, raise funds and resources, and reach agreements and conditions.
William ury, co-founder of the Harvard Negotiation [negotiation research agenda] program, adheres to the art of negotiation. In his view, successful negotiations should not only enable the parties to make effective and informed decisions, but also maintain or improve good relations.
The negotiation process is divided into four stages. First of all, preparation, i.e. obtaining the information, documents and data needed to reach an agreement. For example, when negotiating contract details with subcontractors, the project manager must be aware of all phases of the project, delivery, milestones, timelines, required resources and expectations.
In this preparatory stage, it is better to focus on the satisfaction of cartels rather than parties based on common interests. In this way, we can find solutions and make decisions that benefit all.
If no agreement can be reached, it is recommended that a withdrawal plan be made before negotiations begin. For example, when negotiating core resources for another service, a good exit plan should take into account the following factors:
"The best alternative to negotiated agreements", such as subcontracting the activity to external participants or assigning the task to external participants.
"The worst alternative to negotiated agreements", such as cancelling or delaying activities.
"Break point or break price", that is, the parties decide to set the issue aside and discuss it at a later stage in order to assess the options available to them, or to abandon negotiations, which are unacceptable.
"Possible common ground" is the common ground of the interests of both sides. For example, an agreement that allows services to dispose of part-time resources provides for the exchange of resources or the release of certain responsibilities with respect to services.
Second, exchange information and disclose details required by the other party. This step can be carried out effectively to avoid setbacks, as all relevant information is available, so appropriate research can be carried out before the meeting. For a project, this information may include cultural or environmental considerations as well as corporate standards, regulations or policies.
Then there's the meeting "At this stage, most of the interaction between the parties takes place, and each participant has its own negotiating style and uses different technologies to achieve its own goals. Similarly, it is at this time that the risk of failure or problems is greatest; the atmosphere of difficulty may be exposed, and frustration may rise.
In order for the talks to succeed, it is necessary to focus on the common interests and put forward goals from the beginning, so as to avoid any speculation.
It is also recommended to understand its own weaknesses and what statements or actions may give rise to hostile or constructive responses. In such cases, before proceeding, it is necessary to ask questions so that the interlocutors can explain their views, listen to them and respond in an objective and professional manner.
When all participants are present to solve the problem, rather than participating in the meeting as opponents, the meeting is easier to carry out. This spirit has opened the way for new issues and promoted listening and common ground for all.
Finally, the conclusion. If the project is considered as a cycle, the phase ends and the parties are bound to achieve the results specified in the contract.