Understanding Project Supply Networks
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The document discusses project business management, focusing on the varying complexities of relationships in project supply networks, from simple one-to-one relationships to intricate multi-player collaborations. It highlights the importance of understanding these dynamics, potential crises, and the unpredictability that arises from multiple organizations interacting. The author, Oliver F. Lehmann, underscores the necessity for project managers to adeptly navigate these complexities on both customer and contractor sides.
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CEO of Macresco Consulting and the Co-founder of the Respect for People Roadmap
Learning objectives:
- Identify the hidden barriers that prevent Lean from gaining traction¡ªand discover practical strategies to overcome them
- Learn the nine behaviors leaders and employees can adopt to build a culture of continuous improvement
- Gain strategic insights into driving cultural change across teams and entire organizations
Scott Gauvin is the CEO of Macresco Consulting and the Co-founder of the Respect for People Roadmap. With 30 years of experience in operations, he has helped organizations around the world and across industries rethink the path to transformation¡ªnot just in process, but in mindset.
A contributing author to Leading With Compassion: Cultivating Connection from the Inside Out, Scott believes real change happens when organizations bridge the gap between culture and strategy. Right now, he¡¯s focused on helping organizations unlock performance by systematically cultivating the behaviors that make it possible.
chapter 9 leadership qualityies university of windsor
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Chapter 9 leadership qualities university of WindsorPT IBX Daya Nusantara Company Profile 2025
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Indonesia Business Exchange ("IBX"), PT BX Daya Nusantara¡ªa subsidiary of BXI Capital and member of Patria Pacific Group (Patria Holding), is a Consultant and Business Dealer (or Intermediary; Broker) company that buys and sells business and companies for its clients, facilitates projects, improves utilization, and asset liquidity strategies, as well as suppliers and trades various products. We are connected to the ecosystem and global operating network for business expansion, investment, and cross-industry transactions. IBX is also trusted as a strategic partner for access to private capital fund facilities, and market entry strategies in Indonesia.
IBX is committed to bringing together the most critical business infrastructure and global networks into a centralized ecosystem that enabling businesses to scale, innovate, and generate strong returns for our stakeholders and society at large.Integrating Scrum into a Time-Boxed Mission
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This presentation brings to life a hybrid model designed to help organizations align strategic intent with agile execution. Based on the white paper of the same name, it explores how time-boxed missions¡ªshort- to mid-term, high-impact strategic goals¡ªcan be effectively delivered through the Scrum framework.
Participants will learn how to define and structure time-boxed missions, apply Scrum components to strategic delivery, and drive organizational alignment, accountability, and momentum. With clear visuals, real-world examples, and speaker notes for each slide, this presentation is ideal for executive briefings, agile training sessions, or transformation planning workshops.
What¡¯s Covered:
The definition and purpose of a Time-Boxed Mission
Why Scrum is well-suited for strategic execution
A component-by-component mapping of Scrum to mission delivery
Five implementation steps to operationalize the model
Key benefits, including agility, focus, and cultural alignment
Ideal For:
Executives leading transformation initiatives
Agile coaches and Scrum masters
Product and program managers
Strategy and operations teams
Redefining Business Experiences: The Role of a Corporate Event Management Com...
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In the world of business, events are no longer just formalities. They are strategic platforms that drive brand visibility, strengthen partnerships, boost employee morale, and deliver critical business messages. From grand product launches and annual conferences to executive retreats and networking summits, events serve as essential milestones in a company¡¯s growth journey.solulab.com-How to Build a Private LLM.pdf
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https://www.solulab.com/large-language-model-development-company/?utm_source=PDFSubmission+&utm_medium=CelineDionRedefining Business Experiences: The Role of a Corporate Event Management Com...
Redefining Business Experiences: The Role of a Corporate Event Management Com...Be Executive Events
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Ad
Understanding Project Supply Networks
- 1. 1 Project Business Management ¨C From 1 : 1 Business to Complex Project Supply Networks Oliver F. Lehmann, PMP
- 2. 2 About Oliver Oliver F. Lehmann, MSc, PMP ? Born 1957, married, 4 children, 2 grandchildren ? University studies in Stuttgart, Liverpool ? Degrees: ? Master of Science in Project Management ? Project Management Professional (PMP) ? Connective Leadership Institute ¨C Certified Associate (CLI-CA) ? PM Practitioner since ~1983 ? Trainer since 1995 with assignments in Europe, Asia, and USA ? Adjunct Professor at Technische Universit?t M¨¹nchen ? Active at the Project Management Institute (PMI?) ? Member since 1998 ? Volunteer in various roles since 2001 ? President of the PMI Southern Germany Chapter e.V. (2013 to 2018)
- 3. 3 About Oliver Publications ? Books ? Papers
- 4. 4 Agenda 1. Project Business Management ¨C Why does it matter? 2. The easy one: One-to-one relationships 3. Definitively more complex: The three-player problem 4. The high art: A project supply network (PSN) with many players 5. Conclusion
- 5. Project Business Management ¨C Why Does It Matter?
- 6. 6 PBM ¨C Why Does It Matter? A Global Survey ? Made: 12-2016 ? Responses: 590 ? Scale: -3 to +3 ? Trend: +
- 7. 7 PBM ¨C Why Does It Matter? Two More Global Surveys ? Made: 08-2015 05-2018 ? Responses: 245, 325 ? Trend: Customer projects
- 8. 8 PBM ¨C Why Does It Matter? Another Global Survey ? Conflicts in project business
- 9. The Easy One: 1-to-1 Relationships
- 10. 10 1-to-1 Relationships A ¡°Simple¡± Customer-Contractor Relationship ? The smallest form of cross-corporate project management Customer Contractor
- 11. 11 1-to-1 Relationships Compare: 2 Bodies in Physics ? Perfectly understood by the laws of gravity
- 12. 12 1-to-1 Relationships Compare: Standoffs in Classical Wild West Movies ? Two parties stand against each other. ? Good and bad are immediately made out. ? The result is predictable: The better shooter.
- 13. More Complex: The 3-Player Problem
- 14. 14 The 3-Player Problem Definitively More Complex: The Three-Player Problem Customer Payments, provisions, enabling services Deliverables, reports, documentation Subcontractor Contractor Communications
- 15. 15 The 3-Player Problem Compare: 3 Bodies in Physics ? Chaotic and unpredictable ? Youtube video by Matthew Sheen ? Source: https://youtu.be/8_RRZcqBEAc
- 16. 16 The 3-Player Problem The Good, the Bad and the Ugly ? Italo Western by Sergio Leone ? Highlight: A shooutout with three gunslingers at ¡°Sad Hill Cemetry¡± ? Good and bad are hard to discern. ? The result is impossible to predict.
- 17. 17 The 3-Player Problem The Good, the Bad and the Ugly ? Italo Western by Sergio Leone ? Highlight: A shooutout with three gunslingers at ¡°Sad Hill Cemetry¡± ? Good and bad are hard to discern. ? The result is impossible to predict.
- 18. 18 The 3-Player Problem The Good, the Bad and the Ugly ? Italo Western by Sergio Leone ? Highlight: A shooutout with three gunslingers at ¡°Sad Hill Cemetry¡± ? Good and bad are hard to discern. ? The result is impossible to predict.
- 19. 19 The 3-Player Problem The Good, the Bad and the Ugly ? Italo Western by Sergio Leone ? Highlight: A shooutout with three gunslingers at ¡°Sad Hill Cemetery¡± ? Good and bad are hard to discern. ? The result is impossible to predict.
- 20. The High Art: A PSN with Many Players
- 21. 21 A PSN with Many Players The High Art: A Project Supply Network (PSN) with Many Players ? Group dynamics come into play. ? Alliances and controversies develop. ? Some are temporary, others enduring.
- 22. 22 A PSN with Many Players Project Supply Networks are Rarely Well Engineered ? They are mostly ad-hoc and dynamicaly changing. ? They are poorly understood. Contractor Contractor Contractor Contractor Contractor Contractor Contractor Contractor Contractor Contractor Contractor Contractor ContractorContractor Contractor Customer Contractor
- 23. Conclusion
- 24. 24 Conclusion Project Supply Networks ? Cross-corporate project management comes with different degrees of complexity and unpredictability. ? The complexity of PSNs depends on the number of organizations involved. Customer 1st Tier: (Prime) Contractors 2nd Tier: Subcontractors Flowofdeliverables Flowofmoney Seller Seller Buyer Seller Seller Seller Buyer Crisis Crisis Crisis Crisis Crisis Crisis
- 25. 25 Conclusion Project Supply Networks ? PSNs can be driven into crisis by any of their members. ? And also at the interfaces between these members. Customer 1st Tier: (Prime) Contractors 2nd Tier: Subcontractors Flowofdeliverables Flowofmoney Seller Seller Buyer Seller Seller Seller Buyer Crisis Crisis Crisis Crisis Crisis Crisis
- 26. 26 Conclusion Project Supply Networks ? Project managers need to learn, how to manage project supply networks on both sides. ? Customers ? Contractors
- 27. Thank you! Contact: oliver@oliverlehmann.com Copyright for images: ? Own work ? Shutterstock - emerge - ShotPrime Studio - shutterstock.com