The recording is live now, so if you weren’t able to make it to the live show, jump in now. Make sure to watch to the very end so that you can get your PDUs!

For those unable to attend, the recording of the webinar is now live. Jump right in now!

We only had time to have Randy answer a handfull of questions during the session. He has graciously agreed to answer a few more questions which we have posted below. Thanks for joining us!

1) How do you handle the situation in which your partner in negotiation begins to attack you personally/professionally and impugn your character?

Do not take in personally nor reply in kind and give them the satisfaction of sinking to attacking the other person. Try to redirect the negotiation back to the problem. Take a firm stance on progress and your position until the other side starts cooperating. Never concede or agree to any resolution when under attack. Reiterate the objective for the negotiation to get a fair outcome that all agree upon, even if you need to sound like a broken record and keep repeating the objective. If necessary, take a break or leave the discussion. State that a win-win is not possible if they keep attacking you. Your preparation may also reveal why they are in attack mode or if that is their usual pattern. If so, stand firm. If the behavior is unusual, question why they are acting that way; seek to resolve and change the behavior before moving on to the substance of the negotiation.

2) How do you support your team members in their efforts to negotiate on behalf of the project? At what point is it better to handle all project negotiation as project manager?

A good leader seeks to develop people on his or her team. Support team members to develop their negotiating skills, in a course, a book, or arrange a team training session. Good preparation and a negotiating plan developed in conjunction with team members empowers them to negotiate on behalf of the project but may need to come back to the project manager or sponsor to approve the deal. This keeps the project manager from being pinned down and allows further discussion and exploration of more options.

3) How do you draw the line between what information is good and safe to disclose in a complex negotiation, and information that may damage the process? Giving up more than is expected of you can sometimes build a connection in a negotiation, but how do you know when you’ve gone too far to achieve desired results?

It may be a fine line. Generally provide enough personal information and statement of objectives so the other side knows what to expect from you. Keep your deadline somewhat ambiguous. Let the other side know your firm limits. Withhold some information that allows the other side to zero in on your absolute limits and leave no room for further negotiations. Give them many clues about creative resolutions you would accept. Help them help you by giving enough information for them to do so. Ask many questions about what they know of your business or situation; then give them information to explain why you are there and what type of solutions you are looking for. Ask the other side to make opening offers that you can respond to with more information about why their offer is on the right path or not. Be open in answering questions and maintain a positive and cooperative attitude.

Prakash has graciously posted event photos online to share!

The Cadence scholarship program for educators, in partnership with the PMI Education Foundation, has been a boon to teachers and administrators looking to bridge practical business and organizational skills with curricula. This week, join Pete Wright, Connie Plowman, and guest Denise Tischler to discuss her experience in the 3-day Cadence course, and how she will be using her new skills as a principal and administrator.

This week, we take on culture. Building off our on-going discussion on behavioral models for individuals and teams, John Patton and Pete Wright discuss the importance of defining and understanding cultural behavioral profiles in project management in light of the ever-increasing demands on teams to work in geographically and culturally diverse project environments.

This week, we take on groups. Building off our discussion last week on individual behavior models, John Patton and Scott Lissit introduce group behavior dynamics and outline critical strategies for project managers who are bogged down by the discomfort that can come in the early phases of team development.

This week to dive into human behavior. For project managers, helping team members understand and quantify their strengths can be a critical asset in guiding the team to delivering results. John Patton and Scott Lissit introduce key behavioral models and instruments, and discuss how to apply them judiciously in individual and team development.

Setting responsibilities for delivering results in project management is critical for success on teams, but even more important for the management support hierarchy around projects. This week John Patton joins Pete Wright to discuss the key principles and responsibilities that each role must take on to ensure consistent success on projects.

The CAPM certification from the Project Management Institute was originally fashioned as a milestone in the development of the professional project manager. But John Patton has a different take on the cert, one that positions team members as better prepared and supported team members, armed with the right tools to deliver project results for the team. John joins Pete Wright to talk about the importance of the certification this week on Ask Cadence.

Amy Austinson joins Cadence as an inside account executive. She brings with her over 12 years of sales experience with the Portland Trail Blazers, Seattle Seahawks and most recently Zones, Inc. At Cadence, Amy will help new partners build their project management training plan, and be a single point of contact for small and medium-sized businesses looking to deliver results with project management training. Amy is a dedicated professional and a leader in delivering world class customer service to Cadence partners and clients.

John Markus joins Cadence as a senior account executive. For over 20 years John has honed his sales and service expertise at industry leading companies Symantec and Webtrends. At Cadence, John joins the strategic account team supporting large account relationships.

John and Amy are welcome additions to the Cadence team, and we look forward to introducing them to each of our partners over the coming months.

This week on Ask Cadence, we take a few minutes to reflect on accomplishments in the field in 2009. Cadence CEO John Patton joins Pete Wright to share his experiences surveying the field with PMI around the globe, and then look ahead to the growth we’re seeing in projects coming in 2010. Join us for this brief walk down memory lane, and a look at what’s to come, this week on Ask Cadence: The Project Management Podcast.

“I am delighted to have been selected to join this distinguished group of global volunteer leaders,” says Plowman. “Having served at the local level on PMI committees for recognizing project excellence, I look forward to contributing at the international level to acknowledge outstanding achievements in project management.”

Plowman joins a distinguished panel of project experts charged with providing professional support and expertise to the PMI Global Operations Center in administration of the Professional Awards Program, including creation of new awards designed to celebrate the accomplishments and professional excellence of project managers around the globe.

Plowman will begin her volunteer term in 2010.

Each day, I receive a motivational quote from Walk The Talk (www.walkthetalk.com) and today’s quote really hit home with me. Whether you are a project leader, corporate leader, or volunteer leader, surrounding yourself with great people is crucial. At Cadence, I have surrounded myself with a terrific team, who has the passion to succeed and a commitment to excellence. In my volunteer activities, I continue to grow my circle of volunteer leaders who have the passion of advancing the PM profession forward. Our jobs as leaders is to create leaders of your future. I strive to do this everyday. Let the passion begin!

The goal desired by most organizations is to develop project management competencies. The Cadence solution helps clients grow to full maturity – the optimal state of management. Through coaching, mentoring and consulting services, Cadence aids in the application of project management skills to specific project challenges.

Cadence uses the Capabilities/Maturity Model as a guide for implementing project management. The model shows companies the level at which project management processes are practiced within their culture. Cadence integrated consulting and training services provides organizations with an assessment of their level of maturity. Working together with the client, an approach is developed to gain more knowledge and skills leading to a more mature application of project management competencies.

Below, Connie Plowman (2nd from left) and John Patton (3rd from left) share the stage with the other provider and product of the year award winners.

Below, from left, Ricardo Vargas (Chair, PMI Board of Directors), John Patton, and Connie Plowman.

Tuesday, June 29 8:00-9:30
Workshop: “19 Techniques for Managing People who do not Report to You”

Tuesday, June 29 1:00-5:00
Presentation: “Going from Good to Great as Project Managers”

Sept 1: 10:30 AM – 11:30 AM 50 Ways to Keep Your PM Skills during These Difficult Times
Sept 1: 12:30 PM – 1:30 PM 19 Techniques for Managing People that Don’t Report to You
Sept 1: 2:00 PM – 3:00 PM Going from Good to Great as a Project Manager

Throughout history, NASA has invested in and applied key principles of project management to support the achievement of its momentous milestones. As a member of the PMI® Global Corporate Council (GCC), they have taken a critical role in shaping the current project management landscape. The NASA Academy of Program/Project and Engineering Leadership is one of the leading program and project management development programs in the U.S. government – and even around the world. Additionally, in 1998, the Jet Propulsion Laboratory’s Mars Pathfinder Mission project was named PMI Project of the Year for its innovative approaches.

More than a few engineers from NASA and subsidiaries have crossed the Cadence seminar transom. We join in congratulating the organization on decades of significant project management leadership!

“This is a tremendous honor for Cadence,” says Cadence president John Patton, “It points directly to the quality of our clients around the world who diligently apply the Cadence Methodology to achieve success on their most critical projects. We congratulate each of them on their success as we accept this prestigious award.”

For over 26 years, Cadence Management Corporation has delivered formal project management training, consulting services, and supporting project tools to leading companies and project managers around the world. Companies around the world count on Cadence to provide structure and discipline to their projects, to help them deliver more with less. From Locomotives to PCs, financial services to medical equipment, spacecraft to coffee, Cadence can be found in the products and services that touch the world every day.

“The PMI Awards Program recognizes excellence in project management across a broad array of categories for organizations, individuals, community advancement and our chapters and their volunteers,” said Gregory Balestrero, president and CEO of PMI. “Winning this award is a testament to the value project management brings to our varied stakeholders.”

The PMI Continuing Professional Education Provider of the Year Award presented on 10 October during the PMI Awards Ceremony at PMI® Global Congress 2009—North America in Orlando, Fla.

About Project Management Institute (PMI)

The world’s leading project management organization, PMI shares knowledge with nearly 500,000 members and credential holders in 185+ countries. Since its founding 40 years ago, PMI has impacted more than one million practitioners, businesses, governments, students and training organizations. Today, PMI’s products and services range from world-class standards for project, program and portfolio management to five professional credentials, including the gold standard Project Management Professional (PMP)®. PMI’s exclusive Global Corporate Council and European Corporate Networking Group engage large multinationals and government organizations in endorsing the value of project management. The only project management association with an established academic research program, PMI has invested more than US$14 million in support of dozens of research projects since 1997. Learn more at PMI.org.

About Cadence Management Corporation

For over 25 years, Portland, Oregon-based Cadence Management Corporation has delivered formal project management training, consulting services, and supporting project tools to leading companies and project managers around the world. Today, organizations count on Cadence to provide structure and discipline to projects, to help them deliver more with less. From Locomotives to PCs, financial services to medical equipment, spacecraft to coffee, Cadence is in the products and services that touch the world every day. Cadence Management Corporation: Connecting people worldwide and transforming businesses through project management.