Project Management for Supplier Organizations: Harmonising the Project Owner to Supplier Relationship

by Adrian Taggart

Overview

Project Management for Supplier Organizations offers an explanation of the key processes from the perspective of the project contractor. Adrian tackles key issues such as: how a well thought-out procurement process seeks to maximise those interests that client and supplier have in common and diminish the consequences of those that are not; the commercial and practical importance of managing change; the risks that face supplier organizations when addressing project related work; the implications for other organizational disciplines of the Supplier when embracing project work and areas of additional expertise that may be required.Adrian Taggart’s book turns the stakeholder perspective on its head. In doing so, he offers readers, from contract organizations, a real story and urgent set of priorities when it comes to managing a project and, those from client organizations, with an understanding of how best they can work with their suppliers to mutual benefit.

Product Details

ISBN-13:	9781472411112
Publisher:	Ashgate Publishing Ltd
Publication date:	03/28/2015
Sold by:	Barnes & Noble
Format:	eBook
File size:	5 MB

About the Author

Adrian Taggart is an experienced project management consultant. He has managed, and advised on, national and international projects within sectors that include defence, manufacturing, heavy engineering and utilities, requiring him to represent the interests of both clients and contractors. Interest in the topic and its practitioners has led him to teaching project management at MSc degree level, and also tutoring numerous candidates for the professional qualifications of the APM and PMI®. This combination of experience and a detailed knowledge of the Bodies of Knowledge, has given him a strong appreciation of the distinctive differences in how each type of company (Owner and Supplier Organizations) sees project management, the techniques and strategies that work for each, and the different understanding and skills required by practitioners within each.

Table of Contents

I: The Challenge of Projects; 1: What is a Project and Why Project Management?; 2: Structure of Project Delivery Organizations; 3: The Clash of Cultures Within a Matrix; 4: The Life of a Project; 5: A Generic Project Lifecycle Model; II: The Perspective of the Supplier Organization Upon Projects; 6: The Contrasting Predicaments of Owners and Suppliers; 7: The Supplier Organization's Project Lifecycle; 8: The Role of a Supplier Organization Within a Project; III: Aligning the Interests of Owner and Supplier Organizations; 9: Connecting Supplier and Owner Organizations; 10: How Much to Pay the Supplier Organization?; 11: Management of Changes; IV: Selected Project Management Techniques for Supplier Organizations; 12: Marketing in a Project Environment; 13: Selling in a Project Environment; 14: Project Planning for Supplier Organizations; 15: Management of Resources; 16: Project Control; 17: Management of Information; 18: Warranty Phase and Post-Project Considerations; Afterword

Editorial Reviews

’Adrian has produced a guide that deals with the realities of project management. He addresses the key issues that cannot be controlled by rules and procedures, including the interaction between people, the relevance of organisational structures and the importance of stakeholders. He uses practical experience to guide us through the management of the full project lifecycle from a supplier and owner organisations view. This helps the reader understand the challenges of their counterpart. This is a wide-ranging and practical guide.’ Steve Pears, Managing Director, telent Technology Services Limited ’Much has been written about project management over the last ten to twenty years. Around the world well developed project management Bodies of Knowledge (and methodologies) have developed. One area that is ignored by Bodies of Knowledge is the conflict between the owner organisation and the contracting organisation. These two parties have much in common. They both want a successful project but they measure success in different ways. One wants to maximise profit, while the other wants to maximise the benefit derived from the output. This creates conflict and tension in the project. This book is about how to manage the tension to generate creative solutions for the benefits so both parties get what they want.’ Paul Naybour, Parallel Project Training, UK ’Although private supplier organizations have always existed, they haven’t always been as keen to share their secrets and hidden ways, as their publicly funded customers. This book really opens up the differences in approach between supplier organizations and owner organizations and serves as a solid foundation for both areas. Dealing with the uncertainty of facts and circumstances is a common theme throughout and we are shown some important ways of addressing our own over-confidence and assumptions. What is great about this book is that the author has an entertaining and light-hearted approach of simplifying s

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