Roughly half of all project managers have to lead customer projects as profit centers on contractor side with two big objectives: making the customer happy and bringing money home. Customer projects are a high-risk business on both sides, customers and contractors, but the dynamics of this business have so far been mostly ignored in literature. The book is intended to fill this gap. The book helps project managers better understand the dynamics of customer projects under contract from business development through handover and find solutions for common problems. A central aspect is international contract laws, an often underestimated factor in projects.
Table of Contents
Introduction. Customer Projects and Internal Projects. The Business Lifecycle of a Customer Project. Business Development for Healthier Projects. Contracting for Project Managers. Costing for Customer Projects. Crisis Management for Customer Projects.
Oliver F. Lehmann, MSc, PMP, has been an active managing projects for over 12 years in the process industry, mostly for automotive applications, when he decided in 1995 to become self-employed as a trainer. Among his customers were well-known companies like Airbus, Allianz, Bosch, DB Schenker, Hewlett-Packard, IBM, Microsoft, Olympus, Oracle, SAP, T-Systems and more, but also many small and medium-sized companies. Mr. Lehmann is in addition the President of the Munich Chapter of the Project Management Institute (PMI), where he served as a volunteer since the year 2001. Mr. Lehmann holds a Master of Science Degree jn Project Management by the University of Liverpool and is a certified Project Management Professional (PMP). He is also a Certified Trainer by APMP, the Association of Proposal Management Professionals.