---
esco_uri: http://data.europa.eu/esco/skill/87de6e49-ca1c-42a4-8751-5ff0b991966b
esco_label: "negotiate with stakeholders"
relation: essential
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# negotiate with stakeholders — Project Manager

As a Project Manager, 'negotiating with stakeholders' isn’t about adversarial win-lose scenarios; it's *constant* course correction through collaboration. Daily tasks involve balancing competing demands – securing necessary resources from functional managers (time, budget, personnel), agreeing on scope changes with clients while managing impact to schedule/cost, and resolving conflicts between team members regarding priorities. You'll be using tools like a RACI matrix to clarify decision rights *before* negotiation even starts, change request logs to document agreed-upon adjustments, and communication plans to proactively manage expectations. Think of it as 'managed compromise', not just giving things away.

A typical example? A client wants an extra feature late in the project. You need to negotiate: what's the impact on timeline/budget? Can we defer it to a later phase? What existing functionality can be adjusted instead of building from scratch? Good negotiation here means understanding *their* underlying needs (why do they want this feature?), presenting clear options with trade-offs, and reaching an agreement that keeps the project viable. It's not just saying 'no', but explaining *why* something isn’t feasible right now and offering alternatives.

Pitfalls are common: letting emotions dictate decisions, failing to understand stakeholder motivations (are they driven by cost, speed, quality?), or making promises you can’t keep. A big one is assuming everyone shares your understanding of project terminology – clear communication is vital.  Also, avoid 'splitting the difference' as a default; focus on *interests*, not positions. What problem are we actually solving?

What does ‘good’ look like? Consistently delivering projects that meet key stakeholder needs (even if not *every* wish), maintaining positive relationships despite difficult conversations, and proactively identifying potential conflicts before they escalate. It's about building trust through transparency and demonstrating you're working towards a mutually beneficial outcome – even when saying 'no'. A successful PM isn’t feared as a blocker; they are seen as a facilitator who gets things done *collaboratively*.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
