Staging negotiation spaces in project management
Contents |
Abstract
Climate change is a big challenge in the 21st century and necessitates the efficiency that advanced engineering systems can provide. In projects developing such systems, it is important to understand the difference between those, who use systems and those who builds them as they have different success criteria.[1] In order combine the system builders’ and the system users’ needs, many projects are of a collaborative nature. However facilitating processes is crucial in order to be successfully completed regarding cost, timescale and performance.[1]
Project stakeholder management is as much about identifying and analysing stakeholders and their impact on the project, as it is about developing appropriate management strategies for effectively engaging stakeholders in project decisions and execution.[2]
Many projects cracked the code and use socio-technical methods in their involvement of stakeholders, but as projects are iterative processes, circulation and repetition with small changes should be found in the way we work in projects.
The purpose of this article is to emphasise how the strategic framework staging negotiation spaces can give direction to and speed up internal meetings as well as external meetings in projects. Thereby the framework touches upon efficiency versus effectiveness, which is crucial when reasoning a project.
Furthermore with key points as staging, facilitation of negotiations and re-framings as an outcome of negotiations, the framework is suitable for project stakeholder management. Introducing the theatre metaphor, which the framework builds upon, it is clear how terms backstage and frontstage can be a common perception of how to interpret and prepare meetings in a project.[3]
Introduction: The metaphor of a theatre
- Describing how the framework staging negotiation spaces is based on a theatre metaphor [4]
- How does the framework relate to project management? Mainly regarding the aspect of people, but is a strategic tool which can have an effect on efficiency/effectiveness.[2]
Stage, negotiate and reframe
- Description of the key elements in the framework[4]
Configuration of spaces
- How can inscription and interpretation create loops?[5]
- Introducing backstage and frontstage which extend the framework to suit internal as well as external cooperation[3]
Staging negotiation spaces in management
- Explaining how the framework can be applied on a project, program and portfolio level.[2]
The performance of staging negotiation spaces
- A description of how the use of the framework can improve the teams process and be a internal tool on par with an external strategic tool.[6]
Disadvantages
- Reflection on how downsides such as time for planning and alignment can cause delays in projects, but also improve the outcome.
- It is probably necessary to make a tade-off
Conclusion
- Connecting the above in a general conclusion on the use of staging negation spaces as a strategic framework
Annotated bibliography
Bibliography
- ↑ 1.0 1.1 Elliott et al. (2007). Creating systems that work. London: The Royal Academy of Engineering.
- ↑ 2.0 2.1 2.2 Project Management Institute, Inc. (2017). A guide to the project management body of knowledge (PMBOK Guide) (Sixth edition ed.). Project Management Institute, Inc.
- ↑ 3.0 3.1 Pedersen, S., & Brodersen, S. (2020). Circulating objects between frontstage and backstage: collectively identifying concerns and framing solution spaces. In C. Clausen, V. Dominique, S. Pedersen, & J. Dorland, Staging Collaborative Design and Innovation: An Action-Oriented Participatory Approach (pp. 72-85). Edward Elgar Publishing.
- ↑ 4.0 4.1 Pedersen, S. (2020). Staging negotiation spaces: A co-design framework. Design Studies , pp. 58-81.
- ↑ Akrich, M. (1992). The De-Scription of Technical Objects. In W. E. Bijker, & J. Law, Shaping Technology/Building Society (pp. 205-224). Cambridge, Massachusetts: The MIT Press.
- ↑ Grönvall, E., Malmborg, L., & Messeter, J. (2016, August 15). Negotiation of values as driver in community-based PD. PDC '16: Proceedings of the 14th Participatory Design Conference: Full papers - Volume 1 , pp. 41-50.
