Project Business Management

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.

1 Laying Out the Scenery: The Business Side of Project Management2 The Difficult Way to the Contract3 Contracting4 Managing Complex and Dynamic PSNs5 Project Business Management and Crisis Management

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.