MINIMIZING DISPUTES

One of the hazards of engaging in project-type work is the prevalence of disputes. Some companies have literally gone out of business as a result of intransigent clients insisting on restitution for damages alleged as a result of a project that went sour. Many—if not most—disputes can be traced directly to inadequate scope management. Good scope management can minimize the chances of such disputes. There are other approaches that assist in avoiding disputes.

Partnering

One of the interesting areas of project management today is the quest for better ways of working together to minimize, if not remove, conflict. Many organizations have engaged in a practice commonly called partnering. (Partnering was the focus of the September 1994 issue of PM Network.) In partnering, the basic approach is to change the game from me versus them to we. One way to view the situation is that the client has temporarily hired the contractor's personnel for the duration. If the project comes out well, the client may hire the personnel again. If the project is approached with both parties on the same side, their respective self-interests are best served by selecting the ultimate best solution for the client. This does not negate the need for scope management but does make it somewhat easier, because a change affects both parties in the same manner.