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Project Management for Environmental, Construction and Manufacturing Engineers pp 43–53Cite as

Leadership and Negotiation for Project Management

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Abstract

This chapter deals with two main subjects which are dealt in two parts (a) Part one, Project Manager qualities or competencies and (b) Part two, Negotiations and contracting. The first one relates with leadership, that is the ability to manage the most important assets a company has, people.

The second deals with the negotiation as part of the task that any project manager will face as a professional. It starts by defining key concepts that will be used to explain the negotiation process. Further, it examines the process structure analysing main characteristics and depicting those elements that will define the final deal. Finally an example is provided where different aspects of the negotiation process are shown. The goal is to give the reader some key elements that define the negotiation process in projects as a social activity, and to show the many different paths the process can follow without pretending to indicate a single and correct model of negotiation.

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Notes

  1. 1.

    The concepts of BATNA and ZOPA directly emanate from Game Theory. In fact these minimum payoffs define the disagreement point, an equivalent of the non-cooperative Nash equilibrium concept (Raiffa et al. 2002).

  2. 2.

    A more thorough explanation of this picture can be found in Murtoaro et al. (2005).

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Authors and Affiliations

  1. Teamic International Canada, Ottawa, Canada

    Nolberto Munier

  2. Universitat Politècnica de València, Valencia, Spain

    Fernando Jiménez-Sáez

Authors
  1. Nolberto Munier
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  2. Fernando Jiménez-Sáez
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Correspondence to Nolberto Munier .

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Munier, N., Jiménez-Sáez, F. (2013). Leadership and Negotiation for Project Management. In: Project Management for Environmental, Construction and Manufacturing Engineers. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-4476-9_3

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