What are the best strategies for negotiating project closure when objectives are not met?

Dont forget - a good way to negotiate project closure with gaps compared to the original project brief is to carry out a root cause investigation of "why?" - it may be that the "gaps" are based on evolutionary changes and compromises accepted by all parties - i.e. we still have a successful working model albeit not exactly what was originally scoped. How many times in especially a large complex project do we find that the client did not exactly know what they wanted - So what we need is a good documented project audit trail explaining reality decisions, sometimes explaining what was in fact not possible - maybe without huge extra spend or due to technological deficiencies - its simple - be honest, be factual and be collaborative.

Antes de iniciar as negociações, é importante que entender os motivos pelos quais os objetivos do projeto não foram alcançados. É importante responder antecipadamente às seguintes questões: - Quais foram os fatores que contribuíram para isso? - Quais foram as falhas de gerenciamento? - Quais foram os obstáculos inesperados? Compreender esses fatores ajudará a desenvolver uma estratégia de negociação eficaz. Além disso, fornecerá dados e informações para explicar as razões por trás do não cumprimento dos objetivos e irá possibilitar identificar as lições aprendidas. Essa abordagem construtiva pode ajudar a transformar uma situação desafiadora em oportunidade de aprendizado.

Préparez-vous. Avant de commencer les négociations, prenez le temps de comprendre les objectifs du projet, les raisons de son échec et les besoins des parties prenantes. Cela vous aidera à formuler une position forte et à négocier de manière efficace.

Creo que hay una parte emocional y personal en reconocer las brechas. Es casi, como reconocer que no se pudo lograr el objetivo. Y eso duele. Pero más importante que el aspecto personal, es saber COMUNICAR el porqué no se logró el objetivo. Y un aspecto importante, es el manejo de información histórica que permite transparentar que se hizo el esfuerzo pero variables exógenas (y endógenas también) no permitieron cerrar el proyecto. El olfato del responsable del proyecto y su experiencia también es importante: uno muchas veces sabe de antemano, si se culminará o no un proyecto. Si sabemos esto, entonces debemos procurar contar con todos los recursos y poder de decisión que facilite el camino y permita cerrar el proyecto en tiempo y forma.

D'après mon travail, il est important de montrer comment les solutions prises n'ont pas permis à résoudre les problèmes encourus

⚖️Negotiating project closure when objectives are not met requires a careful and collaborative approach to find solutions and manage expectations 🔹Initiate open and honest communication with stakeholders as soon as it becomes evident that objectives may not be met 🔸Conduct a thorough analysis to identify the root causes behind the unmet objectives 🔹Determine if there are alternative, achievable goals that can still provide value to stakeholders 🔸If time is a critical factor, explore options for extending project timelines to meet objectives 🔹Conduct a lessons-learned session to gather insights into what went wrong and how similar issues can be prevented in future projects.

D'après mon expérience, le pilotage du projet par cadre logique permet de cibler le côté positif. Même si peu d'objectifs atteints, parvenir à démontrer les liens de cause à effet

Negotiating project closure when objectives are not met requires a careful and collaborative approach to find solutions and manage expectations 🔹Initiate open and honest communication with stakeholders as soon as it becomes evident that objectives may not be met 🔸Conduct a thorough analysis to identify the root causes behind the unmet objectives 🔹Determine if there are alternative, achievable goals that can still provide value to stakeholders 🔸If time is a critical factor, explore options for extending project timelines to meet objectives 🔹Conduct a lessons-learned session to gather insights into what went wrong and how similar issues can be prevented in future projects.

Expectations will certainly change. The way in which the learning that will lead to future expectations is structured is where the value of this type of project (where the objectives is not clearly known).

D'après mon experience, il est important que les gestionnaires aient un plan de restructuration à proposer et pouvoir le défendre de façon convainquante. Soit réduction de la portée, modification de cibles et modification de la valeur de cibles des indicateurs

Without doubt, you are either in litigation or there are already lawyers involved getting ready for litigation. No one will admit blame but will be blaming each other to save their own jobs. Admitting fault will get you sued and fired. You bring in the accountants and determine what the value was of the work and negotiate payment for that. Depending on your hand, you can negotiate for damages for the work not being done. Activate any performance guarantees that doesn't work. In most cases the deliverables are adequate but below spec so potential compensation may be additional training or support at no additional cost

D'après mon experience, se convenir sur le plan d'implementation du projet sur base des mesures urgentes, collaborer étroitement avec le project delivery team sur leur appui intensif aident le projet à sortir du problème

D'après mon experience, la communication fluide avec le PDT sur la mise oeuvre du PIP facilite le suivi des progrès atteints et à redresser la situation avant que le pire n'arrive

Meeting projective objectives whether progressive or at the end are to be defined upfront while framing contract. Here one party if consume resources it is logical to pay. Fore closuer terms and conditions shall be predefined. Collaborative approach shall not make one party loose. However if new project or concept is in anvil if both parties willing to sacrifice that is the best approach

Commencez par définir les objectifs des négociations. Qu’est-ce que vous voulez obtenir ? Une clôture complète du projet ? Une solution partielle ? Un accord sur les responsabilités ? Rédigez un plan de négociation. Que voulez-vous dire ? Comment allez-vous répondre aux objections ? Soyez prêt à écouter les autres parties prenantes. Essayez de comprendre leurs besoins et leurs perspectives. Soyez prêt à faire des compromis. Vous devrez peut-être renoncer à certaines choses pour parvenir à un accord. Gardez une attitude positive. Montrez aux autres parties prenantes que vous êtes déterminé à trouver une solution qui fonctionne pour tout le monde.