How do you negotiate or compromise with stakeholders on project constraints?

1 Identify the constraints

The first step is to identify the constraints that apply to your project and understand their sources, impacts, and interdependencies. You can use a tool such as a project charter, a scope statement, or a requirements document to document the constraints and clarify the expectations and assumptions of the stakeholders. You can also use a technique such as a SWOT analysis, a PESTLE analysis, or a risk assessment to identify the strengths, weaknesses, opportunities, threats, political, economic, social, technological, legal, and environmental factors that may affect the project constraints.

2 Analyze the constraints

The next step is to analyze the constraints and determine their feasibility, priority, and flexibility. You can use a tool such as a feasibility study, a cost-benefit analysis, or a trade-off analysis to evaluate the costs and benefits of each constraint and compare the alternatives. You can also use a technique such as a MoSCoW analysis, a Pareto analysis, or a ranking matrix to prioritize the constraints based on their importance, urgency, and value. You can also use a technique such as a sensitivity analysis, a scenario analysis, or a simulation to test the effects of changing or relaxing the constraints on the project outcome.

3 Negotiate the constraints

The third step is to negotiate the constraints with the stakeholders and seek their agreement and support. You can use a tool such as a stakeholder map, a communication plan, or a negotiation plan to identify the stakeholder groups, their needs, interests, power, and influence, and the best ways to communicate and negotiate with them. You can also use a technique such as active listening, empathy, rapport building, or assertiveness to establish trust, respect, and understanding with the stakeholders. You can also use a technique such as framing, reframing, or bridging to present the constraints in a positive, constructive, or mutually beneficial way.

4 Compromise on the constraints

The fourth step is to compromise on the constraints with the stakeholders and find a balance between their expectations and the project reality. You can use a tool such as a decision matrix, a consensus building, or a conflict resolution to facilitate the decision making process and resolve any disagreements or disputes. You can also use a technique such as brainstorming, creativity, or innovation to generate new ideas or solutions that can satisfy the stakeholders and the project needs. You can also use a technique such as collaboration, cooperation, or integration to foster a sense of teamwork and partnership among the stakeholders and the project team.

6 Monitor the constraints

The sixth step is to monitor the constraints and their performance throughout the project lifecycle. You can use a tool such as a performance measurement baseline, a variance analysis, or a earned value analysis to measure and compare the actual and planned values of the project scope, time, cost, and quality. You can also use a tool such as a risk register, a risk response plan, or a risk monitoring and control to identify, analyze, respond, and control any risks or issues that may affect the project constraints. You can also use a tool such as a stakeholder analysis, a feedback survey, or a stakeholder satisfaction measurement to assess and improve the stakeholder satisfaction and engagement levels.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?