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As a project manager, one is often the ultimate middle man in that one does not actually have true authority, total decision making power, or even direct management of the team. The power and influence that one is able to build and provide is a direct byproduct of the success or failure as a negotiator. As project manager/negotiator, one has to get creative to find that middle ground that will be acceptable to all parties. There are many PMs who are passively playing the negotiating game because they are either not comfortable or dislike active negotiating. The author say he has never seen a successful PM not call a spade a spade and take an active role in negotiating on behalf of their projects. They may not have liked it and they have aspired to be better, but they did not put their head in the sand.
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