A T T A C H M E N T 1 7

К оглавлению
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 
119 120 121 122 123 

NEGOTIATION CHECKLIST

Before entering any negotiation, you should outline your needs and wants and

then seriously consider the list. Ensure that needs are indeed needs and wants

are indeed wants and that they are not intermixed. Wants and needs include all

items except price.

The next element to define is the price you are willing to pay or be paid

(depending on which side of the table you are sitting on). Usually, this price is

not necessarily a single number but a range of numbers. Because of the complexity

of most negotiations, you need to outline what this number or range of

numbers represents. This is your basic ‘‘Negotiation Envelope.’’ In other words,

if you get the scope you want or need within the price you are willing to accept

or pay, everything is okay. Usually, your Negotiation Envelope must be approved

by someone with contractual and Profit and Loss (P&L) responsibility.

If, during negotiations, the Negotiation Envelope is about to be exceeded or

is not being achieved, you must either ask for—or declare—a recess and return

to the approval authority to get additional authority, or you must conclude the

negotiations as being unsuccessful.

The basic Negotiation Envelope is frequently modified by additional scope/

price arguments sometimes referred to as ‘‘Bubbles.’’ Bubbles are single-issue

items that contain their own price. Usually, Bubbles are not stand-alone but are

dependent on a basic contract scope and price in order to be incorporated. Each

Bubble should clearly state its precedence requirements or conditions such as:

This element may be included only if such-and-such is included in the basic

contract. You must be very careful with Bubbles. A smart negotiator may try to

get your Bubbles included without including the necessary precedents/conditions

or cost.

Your Negotiation Checklist should containing headings like:

Program

Scope

Objective Price

Acceptable Price Range

Negotiator

Authority

Each Bubble should have its own Negotiation Checklist that contains headings

like:

Program

Addition

Scope

Precedence/Conditions

Objective Price

Acceptable Price Range

Negotiator

Authority