Negotiating scope with stakeholders

Even after you’ve established the project’s scope, some stakeholders may want to discuss adjusting
it. They may feel that the project’s current scope will require too much work with too few resources,
that the timeline isn’t realistic given the scope, or that the project requires additional tasks and
objectives. When your stakeholders ask to revisit a project’s scope, you should meet with them so
they can raise their concerns. Knowing how to effectively facilitate scope negotiations will allow you
to reach solutions that are suitable for everyone.

Tips for navigating scope with stakeholders

 Understand motivations. Before your discussion, consider each stakeholder's motivations for
wanting to adjust the project’s scope. Some of those motivations are budgetary (such as
wanting to reduce the project’s costs), some are interpersonal (such as wanting more time to
complete tasks), and some are related to personal career goals (such as maintaining their
current position or striving for a promotion). Understanding your stakeholders’ motivations
can help you work together to find a compromise.
 Set the scene. Start the discussion with a reflection on why you are meeting. Remind your
stakeholders why you are engaged in this project, and assure them that you all share a
common goal.
 Listen first. Hear what your stakeholders have to say before you present your views. This will
demonstrate your desire to understand the other party’s perspective. Acknowledging their
point of view may make it easier for them to accept your suggestions or solutions when their
ideas or opinions differ from yours.
 Ask questions to define goals. Be thorough and ask as many questions as you feel necessary
to understand what the stakeholder wants. This might include getting them to define their
customer or business goals. Strive for getting specific, measurable details from your
stakeholders, so that later, you’ll be able to determine whether you’ve successfully met their
goals. Eliciting language that is measurable (rather than subjective or unclear) will help you
define goals. An example of a specific, measurable goal could be: “We want to cut the
amount of time it takes customers to sign up for our newsletter by at least 30 percent.”
 Explain the “why” before the “what.” When attempting to persuade stakeholders—or
anyone, for that matter—to see things your way, explain the reasons for your request before
describing what you want. For instance, start by explaining the value that could be added to
your company or project by defining scope in a certain way. If stakeholders understand
where you’re coming from first, they’re more likely to grant your request when you ask for it.
 Do not oversell. Sometimes it’s best to state your case and give others some time to respond.
After you have presented your reasons, position, and request, withdraw slightly to give your
audience time to process what you have said. Think of your silence, in this situation, as a
sign of respect for your stakeholders; it shows them you want to hear from them. And, if they
are quiet for a while, it means that you have stimulated thought.
 Be creative. Working to find alternative solutions can quickly turn a heavy negotiation into an
inspiring team effort. To find real solutions to negotiation stalemates, think creatively about
all the aspects of the project. You may find that there is more than one solution to differing
opinions.
 Do not make it personal. Always focus on what is good for the project. If personal
considerations enter into the discussion, reframe the conversation by bringing up objective
facts.
 Seek a win-win outcome. Finally, consider what it will take for the other side to be satisfied.
Then, try to identify a way to ensure you are satisfied as well. There will be times when one
 party may have to compromise more than the other, but a mutually beneficial agreement (an
agreement that benefits all parties involved) should always be the goal. The next reading will
cover strategies for achieving mutually beneficial agreements with stakeholders.

Achieving a win-win outcome

In the last reading, you learned about effective ways to negotiate a project’s scope with
stakeholders. The goal when negotiating with stakeholders should always be achieving a win-win
outcome, or a mutually beneficial agreement. This is an agreement that benefits all parties involved.
Mutually beneficial agreements aren’t only for internal stakeholders, though. They are an important
part of the process for negotiating with vendors, contractors, suppliers, and more.
Best practices for reaching a mutually beneficial agreement
 Share information. Sometimes in negotiations, one or both parties might think they need to
withhold information in order to not give too much away. This isn’t very effective, though. It is
best to strive for open lines of communication, where each party shares their worries and
preferences. For instance, if your team’s last supplier provided you with low quality products,
you might voice this as a concern so your expectations around quality are clear.
 Ask questions and listen actively to responses. Just like you shared your concerns and
expectations, you can ask the other party questions to clarify what their concerns and
expectations are. That way, both parties will have shared all the necessary information to
achieve a mutually beneficial agreement.
 Propose multiple options whenever possible. In negotiations, presenting only one option or
solution can set you up for failure because the other person might think your first offer is the
only one. If the other party rejects all of your proposals, ask them to communicate which one
they like best, as that may point you in the direction of finding a solution that works for
everyone.

1.

Question 1

As a project manager working on a new project, you need to identify potential tasks for the
team. For this project, there are many roles that require specific expertise and many distinct tasks.
Additionally, some team members will have similar tasks. You’d like to have the team generate a full list
of detailed tasks and get agreement on the tasks and owners. What interaction should you have?

1 / 1 point

One-on-one conversations with team members

 Discussion with experts not on the team

Group brainstorm with the team

Leadership check-in with key stakeholders

Correct

With a group brainstorm, you can get the team to think through tasks together and establish a
group consensus. You can also save time by talking with the team at once instead of having one-on-one
conversations.

2.

Question 2

As a project manager working on a new project, you need to select a graphic designer on your
team to work on a marketing campaign. You’re unsure of each designer’s background and skill set. Which
type of interaction would be best to learn more about each teammate's background and identify
potential tasks?

1 / 1 point

One-on-one conversations with team members

Consultation with experts not on the team

Meeting with key stakeholders

 Group brainstorm with the team

Correct

You should have one-on-one conversations with the team members to learn their background
and if they can help you better understand how to complete the task.

3.

Question 3

As a project manager working on a new project, you need to identify potential tasks for the
team. For a deliverable, you need to create marketing materials, but your team’s primary expertise is
product development. Which type of interaction would be best to identify marketing-related tasks?

1 / 1 point

One-on-one conversations with team members

Meeting with key stakeholders

Group brainstorm with the team

Consultation with experts not on the team

Correct

You may need to consult with other people in your organization who are not on your team. They
can provide valuable expertise and help fill in knowledge gaps.

4.
 Question 4

As a project manager working on a new project, you need to identify potential tasks for the
team. For this project, you plan to get input from the team’s leadership about tasks. Which type of
interaction would be best to identify tasks?

1 / 1 point

One-on-one conversations with team members

Group brainstorm with the team

Consult with experts not on the team

Meeting with key stakeholders

Correct

Stakeholders with high- or medium-level interest or influence in the project are most likely to
provide the information you need.

5.

Question 5

As a project manager, you’re going to meet with a stakeholder to discuss potential project tasks.
What are two best practices to prepare for the meeting?

1 / 1 point

Outline clear questions that still need answers.

 Correct

When meeting with a stakeholder, you should prepare clear and well-defined questions about
the project and its tasks.You should also gather as much task information as possible before the meeting
to help you craft meaningful questions.

Schedule a pre-call before the official meeting.

Wait to gather task information so you can be more open minded during the meeting.

Gather as much task information as possible before the meeting.

Correct

When meeting with a stakeholder, you should have as much information about the project as
you can gather. This will help you ask informed questions about the project and its tasks.

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Gohar Najeeb Jillani

Identifying tasks and milestones

Making accurate time estimates

Video: VideoTime estimation: Asking the right questions

. Duration: 4 minutes4 min

Practice Quiz: Test your knowledge: Time estimation

. Duration: 10 minutes10 min

Video: VideoTime estimation: Three-point estimating

. Duration: 6 minutes6 min

Reading: ReadingThe three-point estimating technique

. Duration: 20 minutes20 min

Ungraded Plugin: Activity: Part 1: Identify time estimates for your project plan

. Duration: 30 minutes30 min

Practice Quiz: Activity: Part 2: Identify time estimates for your project plan

. Duration: 55 minutes55 min

Video: VideoTime estimation: Applying confidence level ratings

. Duration: 3 minutes3 min

Practice Quiz: Activity: Add confidence ratings

. Duration: 50 minutes50 min

Video: VideoTime estimation: Effective time estimate negotiation

. Duration: 5 minutes5 min

Video: VideoTime estimation: Negotiating with empathy

. Duration: 4 minutes4 min

Ungraded Plugin: Respond: Negotiating with empathy

. Duration: 30 minutes30 min

Video: VideoTorie: Practicing empathy as a program manager

. Duration: 2 minutes2 min

Quiz: Module 2 Challenge

. Duration: 50 minutes50 min

Review: Building out a project plan

Module 2

Test your knowledge: Time estimation

Test your knowledge: Time estimation

Submit your assignment

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To Pass 80% or higher

Your grade

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Test your knowledge: Time estimation

Practice Quiz. • 10 min. • 5 total points available.5 total points

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To pass 80% or higher

1.

Question 1

What are the benefits of providing accurate time estimates for individual tasks? Select all that apply.

1 / 1 point

They help you predict if a milestone may go over a deadline.

Correct

If a milestone is likely to go over an important deadline, you can quickly make adjustments to the size of
the tasks or team members' workloads to fit within a required deadline. Accurate estimates also help to
establish a better sense of the project timeline and track task progress.

They enable you to avoid purchasing expensive project management software.

They establish a better sense of the overall project timeline.

Correct

By adding up each task’s duration, you get an informed idea of when you and your team will complete
the project. Accurate estimates also clarify if a milestone may go over deadline and help to track task
progress.

They help you accurately track task progress.

Correct

Knowing tasks’ time estimates allows you to better understand how far along a team is with a particular
phase of a project. Accurate estimates also help to establish a better sense of the project timeline and
clarify if a milestone may go over deadline.

2.

Question 2

As a project manager, you try to get an accurate time estimate for a task by communicating with an
expert. After considering their time estimate, you are unsure if it includes all steps of a task, so you ask
them to explain each step in detail.

What strategy for getting an accurate time estimate did you choose?

0 / 1 point

Assess the expert’s confidence level in their estimate.

Ask the expert how likely they think it is that an assumption might not work out and how it would affect
their estimate.
Check the expert's understanding of the task.

Check the expert’s estimates against the actual time spent on similar tasks in previous work.

Incorrect

You ask the expert to explain the steps not to assess how likely it is that their assumptions might not
work out, but to check their understanding of the task. This strategy helps an expert arrive at a time
estimate by thoroughly thinking through each step in a task.

3.

Question 3

As a project manager, you try to get an accurate time estimate for a task by communicating with an
expert. After receiving their time estimate, you ask questions like, “What equipment do you suppose
you’ll have?” and “How many people do you expect to work on the task?”

What strategy for getting an accurate time estimate did you choose?

1 / 1 point

Check the expert’s estimates against the actual time spent on similar tasks in previous work.

Discuss the assumptions the expert may be making when they give an estimate.

Assess the expert’s confidence level in their estimate.

Ask the expert how likely it is that assumptions they have might not work out and how it would affect
their estimate.

Correct

Asking the expert about their specific assumptions can help uncover areas where they may be misguided
in the project.

4.

Question 4

As a project manager, you try to get an accurate time estimate for a task by communicating with an
expert. You ask them to think back to a task that resembles the one for this project and describe what
was the same, what was different, and if thinking about this previous task changes their estimate.

What strategy for getting an accurate time estimate did you choose?

1 / 1 point

Ask the expert how likely they think it is that their assumptions might not work out and how it would
affect their estimate.

Check the expert’s estimates against the actual time spent on similar tasks.

Discuss the assumptions the expert may be making when they give an estimate.

Check their understanding of the task.

Correct
You can estimate task time by reviewing the time it took an expert to complete a similar task on a
previous project.

5.

Question 5

What type of time estimate considers how long it takes to complete a task, plus the time it takes to test
the product?

1 / 1 point

Total duration estimate

Conservative estimate

Effort estimate

Timeline estimate

Correct

There are two types of time estimates: effort estimates and total duration estimates. The main difference
between effort estimate and total duration estimate is adding time for factors such as prep, approvals,
and testing.

The three-point estimating technique

Estimating is a crucial aspect of project management. Project managers are expected to accurately
estimate essential elements of the project, such as costs, scope, and time. There are many different
estimation techniques that can be used, depending on what aspect of the project needs an estimate.
Estimation techniques allow project managers to provide better forecasts to stakeholders and clients and
more accurately budget the funds and resources they need for project success.

The three-point estimating technique can be used to help determine the most realistic time estimate for
a task. It uses optimistic, pessimistic, and most likely calculations, meaning calculations are based on the
“best case” (optimistic), “worst case” (pessimistic), and most probable scenarios.

Three-point estimation

In this technique, each task receives three estimates: optimistic, most likely, and pessimistic. Each of
these three estimates is then associated with the corresponding amount of time that task is expected to
take.

See definitions:Optimistic

Assumes the best case scenario that issues will not occur

Most Likely

Assumes some issues might occur and based on how long the task usually takes under normal
circumstances

Pessimistic

Assumes the worst case scenario that issues will definitely occur

The three-point estimating process

For each task, add a duration estimate in each category: optimistic, most likely, and pessimistic. You can
get these estimates by doing research on the task or by asking a task expert. As a best practice, add
notes about the conditions that determine each estimate.

See detailed description:Optimistic = Vendor is well-qualified,

has all the materials, and shows up

on time; Staff shows up in time and

successfully completes training within scheduled amount of time;

All equipment works.

4 Hours

Most Likely = Vendor is qualified but might not have all the materials;
Vendor is new and needs extra time

to prepare; Extra training time has

to be scheduled for absentee staff;

Minor glitches with equipment;

Training has to be rescheduled.

6 Hours

Pessimistic = Original vendor quits;

New vendor has to be hired;

Staff no-shows or turnover right before the training; Equipment isn’t delivered

on time or doesn’t work; Training

can’t happen until new equipment arrives.

6 Days

Determining a final estimate

To determine your final estimate—the estimate you’re going to use in your project plan—examine the
optimistic and pessimistic timing, then compare it with the most likely timing. Consider the conditions
that are likely to exist while the task is being completed. Does it seem reasonable that the most likely
time can be met? If your team has never completed this task before, or if dependencies for the task are
unknown, then the final estimate should be closer to the pessimistic estimate. If your team is familiar
with the task and you’re able to confirm the conditions for an optimistic estimate, then the final estimate
can be closer to the optimistic estimate. Alternatively, simply use the most likely estimate, especially if
the difference between the optimistic and pessimistic estimates is minimal (a few hours or no more than
one or two days). A good practice is to build in a “buffer” that accounts for risks that are likely but still
keeps the project progressing at an efficient rate.

Three-point estimation formulas

Some projects will require you to calculate specific numeric values for task time estimates. There are
many online resources that provide more instruction for how to calculate estimates, but we’ve provided
two popular formulas: the Triangular Distribution and the Beta (PERT) Distribution.

For each formula: E is Estimate (the final estimate you’ll assign to the task), o = optimistic estimate, p =
pessimistic estimate, and m = most likely estimate.
E = estimate (the final estimate) o = optimistic estimate m = most likely estimate P = pessimistic

The Triangular Distribution

The weight of each estimate in this equation is identical, which means the most likely case does not
affect the final estimate more than the optimistic or pessimistic estimates.

E= (o+m+p) /3 Example o = 4 hours m = 8 hours p = 16 hours E= (4 + 8 + 16) /3 E= 28 /3 E= 9.3

hours

The Beta (PERT) Distribution

The Beta (PERT) distribution is a weighted average. The most likely estimate receives a multiplier of four,
while the overall divisor is increased to six.

This method takes into account that the most likely case is more likely to occur, so it’s given more weight.
The added weight is reflected in the multiplier of four.

Placing more weight on the most likely estimate increases the accuracy of the estimate. In most cases,
the Beta (PERT) Distribution has been proven to be more accurate than three-point estimating and is
often used to calculate both cost and time estimates.

E= (o+4m+p) /6 Example E= (4 + 4(8) + 16) /6 E= 52 /6 E= 8.7 hours