Learn project management English with our lessons on English for project management. A comprehensive set of lessons covering the complete project cycle, agile development and how to wrap up a project and debrief.
Welcome back to Business English Pod for the second part of our look at managing conflict with subcontractors. In this lesson we’re going to focus on dealing with scope creep, cost disputes and conflicting priorities.
When things go sideways with contractors, it’s rarely because of one big mistake. It’s usually a thousand small disagreements that pile up. Different expectations, unclear goals, or shifting priorities can spoil what’s supposed to be a healthy collaboration. Learning to manage these conflicts will help you keep projects on track and maintain trust.
When problems come up, smart project managers don’t avoid the hard conversations. Instead, they face things head-on. This requires good communication skills, and fortunately, these skills can be learned.
Some of the things you might face are conflicts over the scope of a project or resources. And don’t be surprised if you disagree on money, or costs. Learning to face these issues directly is one thing. But you also need to learn the art of compromise and seek constructive solutions.
In today’s dialog, we’ll join a telephone conversation between a project manager named Celia and a subcontractor named Raj. Celia works for a software development company that has hired Raj’s team to build a payment gateway module for a new banking app.
Listening Questions
1. What piece of work do Celia and Raj disagree about, in terms of whether its part of the project scope?
2. What compromise does Celia suggest on the issue of costs?
3. At the end of the dialog, what solution does Celia state that she wants to see to prevent further problems?
Welcome back to Business English Pod for the first in a two-part lesson on English for project management and dealing with subcontractors. In this lesson we’re going to look at how to manage conflict with an external contractor.
Very few projects run perfectly smoothly. There are just too many variables involved to expect nothing to go wrong. One of the trickiest variables in any project is the people involved. And some of the trickiest people issues are conflicts with subcontractors or external vendors.
Conflict with subcontractors is almost inevitable. Different companies have different goals, priorities, and communication styles. Project managers who know how to handle tension early can prevent escalation and maintain a productive working relationship. And this can keep everyone focused on results instead of resentment.
Managing conflicts well requires a very tricky balance. You need to address issues and accountability head-on, while remaining diplomatic. You need to set expectations but steer away from too much blame. And it can be very helpful, as you do this, to reference documents to achieve clarity.
In today’s dialog, we’ll listen to a telephone conversation featuring a project manager named Celia at a software development company. Her company has outsourced the payment gateway module of a new banking app. Now she’s talking to Raj from the subcontractor about their first delivery, which doesn’t meet expectations.
Listening Questions
1. What are the problems that Celia introduces directly near the start of the dialog?
2. What document does Celia refer to in order to clarify their agreement?
3. At the end of the dialog, Celia sets some clear expectations. What’s the timeline she expects for the actions she mentions?
Welcome back to Business English Pod for today’s lesson on reporting on the progress of a project.
Project management isn’t just for people who consider themselves a “project manager.” No matter what kind of work you do, you’ll likely have to lead or participate in some kind of project. And if you are a project manager, then today’s lesson is particularly important.
Reporting on progress can happen in various settings, ranging from formal meetings with stakeholders to more casual interactions, like a quick chat at the water cooler or over a coffee. While the tone and format may differ, the core principles remain the same. Effective communication in these moments is crucial to keep everyone aligned and ensure no details slip through the cracks.
For example, you’ll likely want to ask for an update and confirm key details. You’ll also have to identify follow-up actions, assign responsibility, and establish clear deadlines. Ultimately, strong reporting and follow-up skills are essential to fostering accountability and driving projects to successful completion.
In this lesson, we’ll hear a project manager named Rudi giving updates to his boss, Wolfgang. They work for a company that maintains and modifies jetways, the bridges that connect airplanes to the airport gates. They’ve been working on a project to modify jetways at an airport for a large type of plane called an A380.
Listening Questions
1. How does Wolfgang respond to the possible problem that Joe has identified?
2. What actions does Wolfgang ask Rudi to take after he mentions Joe’s solution?
3. After they discuss costs and budget, what topic does Wolfgang ask about near the end of the conversation?
Welcome back to Business English Pod for today’s lesson on pricing strategy. This is the second of a pair of lessons on project management English and scoping new work for a client.
Every project is its own animal. Sure, you might run different projects with similar tools and approaches, or apply standard processes. But with different clients, at different times, and with even small differences in inputs, each project is different. And that means pricing is different.
Once you’ve talked with a client to clarify and nail down the project scope, what happens next? Well, the client will want something on paper – whether that’s a full-blown proposal and bid or a simple quotation. And one of the most important things they’ll be looking at is price. So as a team, you need to figure out a strategy to bid on each project.
Your pricing strategy is going to depend on a few things. First off, it’s going to depend on your capacity and the client’s perception of value. Then you’ll have to figure out your bid strategy, which may work upward from a minimum viable product. Or you may take a different approach like hourly pricing. And there are always intangibles you need to take into account when deciding how to price your bid.
In today’s dialog, we’ll hear Jill and Martin, who work for a software development company. They are working out a pricing strategy for a project that Jill has already scoped. They’re trying to figure out the right approach for the two options they’re proposing to the client.
Listening Questions
1. What is the first concern Jill expresses during the conversation?
2. How will they direct the client toward their alternative approach?
3. How will the client’s timeline affect their pricing strategy?
Welcome back to Business English Pod for today’s lesson on how to scope a project. This is the first of a pair of lessons on project management English and scoping new work for a client.
So what does it mean to “scope” a project? We use this word “scope” to describe what’s included and what’s not included in a project or agreement. So when we “scope” something, we’re asking questions and trying to understand what’s involved in a project.
There are many obvious questions you might ask when scoping new work. But you’ll likely find yourself having to educate the client about technical issues and costs. You may have to dig deep into assumptions and address client concerns. And you may have to present different solutions for the client to consider. In this way, scoping isn’t just about asking for simple project details. It’s both factual and relational.
In today’s dialog, we’ll listen to Jill, a software developer, talk with Ivan. Ivan works for a large retailer that wants to make significant changes to their HR software. Jill is asking questions to try to understand the company’s wants and needs so she can scope the project and put together a proposal.
Listening Questions
1. What does Jill believe Ivan is suggesting about their current approach?
2. What does Jill say about the cost of what Ivan is asking for?
3. At the end of the conversation, what does Ivan ask Jill to include in her proposal?
