The Coming into Force of the Contract

Document Outline

• Contract Management
  • 4 Phase III: Execution
    • 4.1 The Coming into Force of the Contract
      • 4.1.1 The Coming into Being of the Contract
      • 4.1.2 Conditions Precedent
    • 4.2 Performance of the Contract and Defects Liability
    • 4.3 Objectives of Claim Management
    • 4.4 Claim Management as Conflict Management
    • 4.5 Conflict Resolution
    • 4.6 Summary
  • 5 Phase IV: Analysis
  • 6 Conclusion
  • Exercises
  • Literature
• Negotiation Management
  • 1 Examination of Negotiations in the Industrial Plant and Project Business
    • 1.1 Characteristics and Definition of a Negotiation Situation
    • 1.2 Temporal Definition of Negotiations in the Marketing Process
    • 1.3 Organizational Characteristics
    • 1.4 Content Characteristics
  • 2 Investigation of Negotiations in Research
    • 2.1 Research Perspectives and Contributions
    • 2.2 The Problem Structure in Negotiations
      • 2.2.1 Distributive Negotiation Situations
      • 2.2.2 Integrative Negotiation Situations
    • 2.3 Non-economic Aspects of a Negotiation Situation
  • 3 Influencing Factors in Negotiations
    • 3.1 Structural Context
      • 3.1.1 BATNA and the Power-Dependency Relationship
      • 3.1.2 Negotiation Issues and Integrative Potential
      • 3.1.3 Time: Final Deadlines and Time-Related Costs
      • 3.1.4 Negotiation Medium
    • 3.2 Personal Context
      • 3.2.1 Personality Traits
      • 3.2.2 Gender
      • 3.2.3 Culture
      • 3.2.4 Motivation
      • 3.2.5 Roles as a Negotiator: Agents, Constituencies, and Negotiation Teams
      • 3.2.6 Past History and Relationship Between the Negotiating Parties
    • 3.3 Psychological Processes of the Negotiating Parties
      • 3.3.1 Framing: The Different Glasses (Frames) Worn by a Negotiator
      • 3.3.2 Perception: The Window to Subjective Reality
      • 3.3.3 Information Processing and Cognitive Biases
      • 3.3.4 Affective Processes in Negotiations
    • 3.4 Communication and Negotiation Interaction
      • 3.4.1 Integrative and Distributive Negotiation Behavior
      • 3.4.2 First Offers and Concession Patterns
  • 4 Preparation for a Negotiation
    • 4.1 One´s Own Side
    • 4.2 The Opposing Party
    • 4.3 The Negotiation Situation
  • 5 Concluding Remarks
  • Exercises
  • Literature
• Project Management
  • 1 Intro: It Can´t Be Done Without Project Management
  • 2 Not Every Order Is a Project
  • Example of Project Definition (cf. Table3)
  • 3 Project Management with a Difference
  • 4 Criteria for the Success of Project Management Processes
  • 5 Launching and Planning Customer Projects
    • 5.1 Project Initiation Process
    • 5.2 Project Start Process
    • 5.3 Contract Management as a Process that Is Relevant to the Project Initiation and Project Start Process
    • 5.4 The ``Next Level Planning Navigator´´
  • 6 Managing and Concluding Customer Projects
    • 6.1 Project Coordination Process
    • 6.2 Project Controlling Process
    • 6.3 Relevant Controlling Processes in Customer Projects
    • 6.4 The Project Close-Down Process
    • 6.5 Organizational Learning in Projects
  • 7 Use of Project Management Methods
    • 7.1 Review of Conformity to Strategy
    • 7.2 Review of Project-Worthiness
    • 7.3 Project Name
    • 7.4 Project Logo
    • 7.5 Project Order
    • 7.6 Project Environment Analysis
    • 7.7 Analysis of Relationships with Other Projects
    • 7.8 Project Structure Plan
    • 7.9 Work Package Specifications
    • 7.10 Project Activity Distribution Chart (Responsibility Matrix)
    • 7.11 Milestone Schedule
    • 7.12 Milestone Trend Analysis
    • 7.13 Project Bar Chart (Gantt diagram)
    • 7.14 Plan for Use of Project Personnel (Project Resources Plan)
    • 7.15 Project Costs Plan
    • 7.16 Business Case
    • 7.17 Claim Management
    • 7.18 Organizational Chart
    • 7.19 Allocation of Competencies Between the Project and Line Operations
    • 7.20 Relational Descriptions of Project Roles
    • 7.21 Project Communications Structures
    • 7.22 Project-Specific Ground Rules
    • 7.23 Risk Analysis of the Course of the Project
    • 7.24 Earned Value Analysis (EVA)
    • 7.25 Best Practice in Terms of the Use of Project Management Methods
  • 8 Project Organization/Project Roles
    • 8.1 Project Owner
    • 8.2 Project Manager
    • 8.3 Core Project Team Member
    • 8.4 Project Team Members
    • 8.5 Project Coach (Optional)
    • 8.6 Claim Manager (Optional)
  • 9 Excursus: Example of Project Manual for IT Systems Customer Project
  • Exercises
  • Literature
• Project Cooperation
  • 1 Cooperation in Business-to-Business Marketing: A Path to Competitive Advantages
  • Example 1
  • 2 Forms of Horizontal and Vertical Cooperation
  • 3 Project-Based and Cross-Project Cooperation
  • 4 Marketing-Based Features of Project Cooperations
    • 4.1 Customer Orientation Through Cooperation
    • 4.2 The Cooperation Process
    • 4.3 Reasons for Cooperation, Project Objectives and Partner Selection
      • 4.3.1 Type of Purchase and Supplier Cooperation
      • 4.3.2 Project Objectives and Cooperation
      • 4.3.3 Preliminary Considerations on the Division of a Project, Organizational Form and Partner Selection
      • 4.3.4 The Decision on the Cooperation Partner
    • 4.4 Cooperation Risks and Contracts
    • 4.5 Cooperative, Inter-company Project Management
    • 4.6 Termination of a Project Cooperation and Consequences
  • 5 Project Cooperation in Supplier Coalitions
    • 5.1 General Contractor
    • Example 2
    • 5.2 Open Consortium
    • 5.3 General Contractor with Internal Consortium
    • 5.4 Syndicate
    • 5.5 Decision-Making Criteria for Selecting a Form of Cooperation
    • 5.6 Typical Sources of Error When Selecting the Form of Cooperation
  • 6 Product Development Cooperation
  • 7 Project Cooperation ``Between Market and Hierarchy´´
  • Exercises
  • Literature
• Index