The document describes a "game of volley" that often occurs between buyers and suppliers during project review meetings. Both parties end up defending themselves against complaints from the other side due to a lack of internally aligned processes. The author was asked to assess issues between a client and their supplier who had been in a volley game for years. Through analysis, the author discovered both parties were at fault due to a lack of clear communication and transparency. Major problems included stakeholders with different objectives, unclear specifications, and cultural differences. The author provided recommendations to enhance the relationship, including establishing clear scope and processes, improved communication, and joint project planning. Resolving the issues required slowing down and working together rather than continuing to play the volley

1. Game of volley between Buyers and Suppliers
Before goingtoprojectreviewmeeting, how manyof usare often preparingthoroughly forour
meetingorare planningto sendsomeone strong-mindednegotiatoraswe know we will be hitby
loadsof complaints andwe will have todefendourselves.Whydoyouthinkwe endup playing
volley?Coulditbe because we are notaware of
manyissuesthatwill be raisedduringthe meetings
or our handsare tightdue to enduser’sneeds?
How manyof usbelieve thatwe lack a goodaligned
processbetweenusandthem?Have we takenan
extrastepby requestingourinternalteamto
developanagile processwhichwe will alignwith
our partners? Most of my contacts confirmedthat
problemarisesdue tothe lackof internallyaligned
processesandtheyclaimedthat it’snotalways
anotherparty’sproblem howeversome claimed
that the otherparty isneverreadyto alignwiththemalthoughtheircompanyis aligned.Few said,
that,” The lack of good connectionsandlackof communicationbetweenall stakeholders hadcaused
problemamongstparties.That’swhatgeneratedagame of volley, whereone partythrowsthe ball(
complaint) anotherpartiesdefends, suchasbuyer/clientsayingtoanotherparty “We are unhappy
of yourdelivery”,“We expectedthispiece of worktobe finishedbyyesterdayandyouare delivering
it after4 days”,“How come yourinvoice doesnotmatchwiththeirbudget”andin returnto the
complaintsupplierstartsgivingit’sjustification,”Didn’tImentionittoyou before?”,“I had told
your headof departmentthatthiswill be delayeddue toyourlate scope changes”and so on.Then
the buyerstarts throwinghisarguments.Thisgame of volleycontinuesuntil one of the partyloses
itspatience andthe game finishes.
Once duringone of myconsultancy assignmentIwasaskedbymy clienttoassessthe problem
betweenthemand theirsuppliersona specificproject wheretheyhadbeenplayinggame of volley
for aboutfew years.He explainedthat hissupplierneverdeliversasperthe requirementwhich
generatedproblemsamongstboththe parties.He furtherexplainedthatitwasmore of an issue at
implementationlevelandhe informedthattheirrelationshipwasatthe stage where theywere
goingto lookforanothersupplierforthe specificwork.Howevertheydidrealizedif theygooutto
anothersupplieritmightcause themmore anddifferentissues.Theywantedtofindout the reasons
of whatbroughtthem to thissituation.
I startedthe assignment withgapanalysisandsentquestionnairestovariousstakeholders who
were interactingatvariouslevelsof project whichincluded bothbuyersandsuppliersteams.
Questionnaire containedtechnical andsoftquestionscoveringvariousstagesof theirproject. I
wantedtofind out howdo bothteamsalignwitheach otherrequirementsthatwere setby the
project’score team. Furthermore, Ialsowantedtoknow whetherthe understandingof the scope is
the same withall stakeholdersordoesitvaries. Afterevaluatingthe results fromquestionnaire,I
thenstartedinterviewingthose candidatesfromwhomIthought I will be able togetvaluable
information togetto the cause of the problem. Idiscoveredthroughmygapandcause andeffect
analysisthatitwas not one partywho wasat faultratherbothwere equally involvedincreating
problems. Followingwere fewinitial issues thatIthoughtwere the cause of unhealthyrelationships
betweenthe twoparties
1. Stakeholderswere notalwaysaligned andhaddifferentobjectives

2. 2. Fixedcostcontract which clearly explainednumberof hoursandthe deliveryof the services,
restrictedthe innovation.Buyerexpectedmore workthanwritteninthe contract and an
innovative approachtoworkhoweversupplierclaimedourcontractlimitsustothe written
scope only.Thiscreatedrelationshipissue.
3. The intermediary(s) betweenthe topmanagementandthe frontlinestaff createsa
communicationbridge.This bridgecreatedmisinterpretationof the exactspecificationand
expectationsbothwaysfollowing fromtopmanagementtothe implementationteamand
vice - versa.
4. The qualitystandards andits measures betweenboth clientandvendorwere notaligned.
5. Vendorperceptionof clientexpectationversustranslationinqualityspecificationwasnot
aligned.
6. Supplierservicesdeliveredversusclient’sfeedbackandapproval.Asexpected,the
“architecture reviewboard”issupposedtoreview,approve,andgive feedbacktothe
supplier- eachtime suppliermakesaservice/productdelivery.Howeverthiswasnot the
case.Sometimesthe supplier wasnotcommunicatedback aftera delivery,andsometimes
the suppliergetsthe feedbacklaterthanagreedupon, bythen the supplierhasmovedonto
the nextworkphase.
7. Little or noharmonizedexternalcommunicationbetweenthe three partiesinvolved(client,
supplier,andvendor).There were issuesof unclarifiedspecificationsbecausethere waslittle
or no extensive,intensive andintegratedcommunicationbetweenclient,supplier,and
vendor.Withcommunicationbridges in-between,resolvingissueswithdesireddeliverables
were notas fast and flexible due to uncertainownershipchallenges.
8. Cultural andworkingethicsimbalances(differentcultures). There were misunderstandings
as each culture takesdifferentapproach towork and problemsolving.
9. Ownershiptransferversusknowledgetransfer: There wasno100% ownershiptransferfrom
the clienttothe supplier.Thusthislimitsthe powersof the supplierandto extentto
exercise the powerinitspossession.
Duringmy interimreportandmeetingsIrealisedbothmature organizationswere still playing game
of volley.Theyweretryingtotransferproblemownershiptoanotherparty.HoweverwhenI
producedthemthe evidence itwasrealisedthatboththe partieshadcausedthe problems
unknowingly.Outof all the above mentionedproblems,the majorproblemwasthe clear
communication andtransparency betweenall the partiesinvolvedandnot a clear processthatwas
followedandunderstoodamongst all the stakeholdersinvolved.
In myfinal reportand meeting,I concluded, recommended andinitiated followingstepstoenhance
theirsupplierrelationshipand performance management;
1. Clearand alignedunderstandingof the scope and businessneed
2. Establishprojectteamwithstakeholdermappingtechnique.
3. Assessgoalsandalternativestoachievethe endobjective
4. Decide onspecifications,SLAsandtermsandconditionstogetherwiththe choice of contract
to be usedfor a project.
5. Communicate withall stakeholderstheirrespective tasksandoverall objective
6. Organize a jointkick-off meetingtoavoidmiscommunication
7. Define the mannerwithwhichthe projectwillbe explainedtoall the stakeholderinvolved
8. Discussthe task ownershipwithinthe team

3. 9. Planreviewmeetings –duringthe review meetingfindouthow we are doing.Use our
10. Developariskregister
11. Agree whatmeasureswill be takenincase of a concern
12. Developaprocessthatwill be followedtoresolve thatrisk
13. Assesscurrentrisksandmake necessarychanges
14. Duringthe progressinwork –in the review meeting,if there isachange in scope,what
actionswill be takenbyboththe teams?Itshouldbe planned
15. Checkif the type of contract blocksthemto make changesintheirscope.
Throughthis, I was able toresolve relationship andperformance issue of boththe parties.Once we
establishedgoodflowof communicationandanagile process,itwasrealisedbythe stakeholder
involvedthatsomanyyearsof volleygame couldhave beenavoidedif theyhadstartedtheir project
witha good andalignedprocess.Iwouldhighlyrecommendparties/companiesinvolvedto come up
withthe full proof processbefore theybeginthe relationship.If youare at a stage where youdidn’t
developaprocessbuthad to getinvolvedwiththe companyatanurgentrequestandnow are
strugglingtoworkwitheach other,thenslow down,worktogetherwiththe otherpartyof how to
resolve the issue ratherthanplayingavolleygame forlongtime andgetintoa biggerproblem. Let
me have your viewsplease