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5/1/2014 rev Negotiation Scoresheet

Please record the results from your negotiation. Participants: Ramassamy Murali and Pamela Moore
Please post the answers to the numbered questions below to the course Discussion Forum in Blackboard.
1. How did you resolve the situation into a non-zero sum solution?
Money:
The short fall of the money will be solved by additional money provided by the Sponsor and money that can be got from other departments.
Staffing:
The department did not had enough staff to carry out the project.
The project will have resources outsourced from vendors and selection done by the agency to get qualified staff with skill sets required.
Schedule:
The 12 month schedule was aggressive for a large project but it will be discussed in milestone meetings if there are issues.
With a pilot implementation in the schedule it will give a clear and best idea on how long it might take for the entire roll out.
Scope:
Scope can be reduced to ceratin products or modules with the ERP solution by discussion with the divisional heads.
Number of sites can be reduced from 22 to a manageble number and be realistic
Any intangible issues?:
With scope reduction or reducing in number of sites will have issues with the departments or remote sites left out with the implementation
Support of Legacy system in sites where the ERP implementation is not carried out
Anything Interesting happen? :
Communication was not broken at any point of the negotiation and each one understood the point they put forward
Negotiation was smooth and did had any major outbreak of temper.
2. How was the apparent impasse broken?:
Extra money as an option for the implementation.
3. Was the relationship enhanced or jeopardized? :
Relationship enhanced as each one looked at the other side of the coin.
4. Were there creative options developed like seekinbg outside resources, workable packages for solutions, or tradeoffs in priorities? Any lessons learned? :
Trying to bid the project by issuing a RFP and a Fixed Price contract. The lowest bidder with proof of such implementation can be selected for the ERP project.
Participants: Ramassamy Murali and Pamela Moore
Please post the answers to the numbered questions below to the course Discussion Forum in Blackboard.
The short fall of the money will be solved by additional money provided by the Sponsor and money that can be got from other departments.
The project will have resources outsourced from vendors and selection done by the agency to get qualified staff with skill sets required.
The 12 month schedule was aggressive for a large project but it will be discussed in milestone meetings if there are issues.
With a pilot implementation in the schedule it will give a clear and best idea on how long it might take for the entire roll out.
Scope can be reduced to ceratin products or modules with the ERP solution by discussion with the divisional heads.
With scope reduction or reducing in number of sites will have issues with the departments or remote sites left out with the implementation
Communication was not broken at any point of the negotiation and each one understood the point they put forward
4. Were there creative options developed like seekinbg outside resources, workable packages for solutions, or tradeoffs in priorities? Any lessons learned? :
Trying to bid the project by issuing a RFP and a Fixed Price contract. The lowest bidder with proof of such implementation can be selected for the ERP project.

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