CTCM (Cumulative) EXAM QUESTIONS AND ANSWERS.

CTCM (Cumulative) EXAM QUESTIONS AND ANSWERS. Common Negotiation Philosophies Win-Win, Win-Lose, and Lose-Lose Win-Win Each party has a vested interest in the issue and the relationship; look for mutual gain; does not mean equality of outcome. Win-Lose Issues matter more than relationships Lose-Lose Negotiators do not choose this method, it choses you. Everything is going south. Principled Negotiations People, interests, criteria, options Interests vs Positions Focus on interests, not positions; Your position is something you have decided upon; Your interests are the needs, desires and fears that drive positions. Obstacles to mutual gain -Premature Judgement -Search for a single answer -Assumption of a fixed pie -Thinking that "solving their problem" is their problem 3 Phases to Negotiation Planning and Preparation; Negotiation; Settlement & Documentation Negotiation Planning -Determine your negotiation position -Anticipate the other party's actions -Respond to proposals -Know if the agreement is resonable 6 Steps in Planning Phase Formulate Position Analyze other party's proposal Define and Organize the Issues Establish objectives Assess the other party's strengths and positions Develop your strategies and tactics Types of decision making Unilateral Minority Majority Unanimous Consensus Synergy The energy created when people interact in a way that generates new solutions or better decisions Types of Analysis Cost - Actual expenses - delivery of product or service Price - Total cost to be paid for product or service Worth - Price one is willing to pay for product or service BATNA Best Alternative To A Negotiated Agreement; When a proposal is better than your BATNA, accept it. When a proposal is worse than your BATNA, reject it. Assumption A conclusion drawn without affirmation from another source; The problem is when one thinks and acts as if it is the absolute fact. Be prepared to be proven wrong. Power in Negotiations Sources (Negotiation power): preparation; legitimacy; laws and regulations; marketplace; time; organizational and personal power Negotiation Strategies -Active listening -Use questions wisely -Anticipate compromise -Use solid data -Use silence -Avoid emotional reactions -Make use of caucuses -Pay attention to timing Overcoming Roadblocks focus on interests, not position defuse emotions don't react change the scope of risk sharing change the delivery schedule change the shape of money. When to Negotiate Competitive Sealed Proposals (RFP), Professional/Consulting Services, Emergency, Proprietary, DIR, TXMAS, State Use Program (Services Only) Types of Information Exchanges Clarification, Communication, Negotiations or Discussions Types of Issues Unable or Unwilling to compromise Prefer not to compromise Willing to give up (or significantly compromise) Ethics in Negotiation Vast difference between not revealing information and providing wrong information. Never condone law-breaking, lying, or gross misrepresentation. Characteristics of Skilled Negotiator Confident/Assertive Plan and be creative with alternate solutions Good business judgement Tolerate conflict and ambiguity Calm and patient Commitment to mutual satisfaction Open minded listener Serious with a touch of humor Skeptic Diplomatic Persuasive Body Language Stay alert for changes in in posture, gestures, and facial expressions. Gesture clusters. Negotiation Don'ts Technical leveling, Technical Transfusion, Auctioneering, Dirty Tactics Deliberate deception, Psychological warfare, Positional pressure Contract Management The entire contracting process from planning through contract administration. Contract Manager Responsible for all functions of contract management. Contract Administrator Post award functions only Contract Management Framework Plan, Procurement, Contract Formation/Rate/Price Establishment, and Contract Oversight 3 O's Approach to Contract Management Outline, operate, and Oversee Contract Manager Role Participate in developing solicitation, Point of contact for the contractor, monitor progress and performance, inspect and approve final product, and conduct closeout Non-Disclosure Statement Agreement not to divulge information related to the solicitation. Required of all evaluators prior to reviewing vendor proposals Identify Resources 1 Contract manager oversees each step of the contract process; 2 purchasers should be familiar with contract management practices; 3 program staff provide technical information and serve as subject matter experts Risk Management Steps Identify risk, Quantify Risk, Minimize Risk Risk Management AATM; Avoid, Accept, Transfer, Mitigate Contract Advisory Team (CAT) Reviews contracts over $10 million; Provide recommendations to state agencies; Coordinates with the Quality Assurance Team; Perform risk assessments to determine appropriate level of management and oversight Major Information Resources Projects DIR - Department of Information Resources; projects over $1 million Statement of Work (SOW)