TDPM® · Transdisciplinary Project Management

Making complex projects steerable.

Many projects do not fail because of the technology itself, but because roles, interfaces and decisions are unclear. This is precisely where we focus our work.

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TECHNOLOGY · ORGANIZATION · CULTURE — NEXUS

01Typical symptoms

Does this sound familiar?

The technology is sound and the experts are competent – yet the project still stalls. The causes usually lie not in the details, but in the connections between them.

01Decisions are made, but not implemented.
02Requirements change faster than the planning can keep up.
03Interfaces between development, the project and line organization do not work.
04Projects stall despite considerable effort.
05Effort increases while impact declines.

These patterns rarely have a purely technical cause. They arise where technology, organization and culture do not work together – and that is exactly where we intervene.

02Services

Four approaches, one goal: the capacity to act in the project.

sr-global consult GmbH works at the interface of engineering and organizational development – diagnostically, alongside the project, and focused on impact.

Project-Based Qualification PBQ

Building competence directly in the live project – not in a seminar room, but where decisions are made and interfaces emerge.

Project and organizational diagnostics

Making complexity drivers and steering gaps visible: where are technology, roles and objectives connected – and where do they become disconnected?

Clarifying roles and interfaces

Clear responsibilities and decision logics (AKV) act as structural dampeners that stabilize the capacity to act across departmental boundaries.

Strategy and organizational development

Shaping change and transformation so that technical maturity and social viability grow together.

03How we work

Learning from experience. In the project.

Project-Based Qualification (PBQ) combines learning, reflection and immediate application. We create experiential settings in which teams understand complex situations, make decisions and become effective together.

Learning in the real context

Developing competence where it is needed.

Reflection that moves things forward

Recognizing patterns together and developing new options for action.

Impact in the project

Immediately applicable. Sustainably effective.

Team at a table with connected model figures – deciding under uncertainty — Deciding under uncertainty

Simulation of complex collaboration: making decisions with restricted communication and under time pressure.

Team in front of a whiteboard – joint reflection and negotiation — Reflect together. Negotiate solutions.

Joint reflection and negotiation of possible solutions – collective decision-making and capacity to act in practice.

04Lifecycle

From strategy to series launch

sr-global consult supports technology companies throughout the entire project lifecycle – from strategy development and product creation to industrialization and the transition to series production.

Strategy & Transformation

Strategy development under uncertainty
Transformation and change processes
Governance and decision architectures
Organizational development

Complex development projects & turnaround

Project and program reviews
Turnaround-Management
Control Tower
Prioritization and escalation management

Engineering Excellence

Transdisciplinary Requirements Management TRM
Model-Based Systems Engineering MBSE
Product development processes PEP
Role and interface management

Industrialization & series launch

Ramp-up and SOP
Site Readiness
Production handovers
Transfer of responsibility from project to line organization

Competence development & qualification

Project-Based Qualification PBQ
Leadership and team development
In-vivo learning in projects
Development of transdisciplinary competencies

05Distinctive approach

TDPM^® — Transdisciplinary Project Management

Schedule, cost and quality are essential – but they do not explain why projects with sound technology still stall. TDPM® starts one level earlier: with steering capacity itself.

QUESTION 01

Why do projects fail despite sound technology?

QUESTION 02

Why are schedule, cost and quality often not enough?

QUESTION 03

What happens at the interfaces of technology, organization and culture?

TDPM® makes complexity drivers visible – factors that increase coupling demands and impede steering – and deliberately counters them with complexity dampeners. The guiding principle: recognizing without dampening leads to powerlessness; dampening without recognizing leads to mere activism.

06References

Proven in demanding industries.

Medical technology, automotive, mechanical engineering and industrial product development – wherever technical maturity meets organizational complexity.

Medical technology Automotive Mechanical engineering Drive & test technology Hydrogen infrastructure Systems Engineering

Anonymized presentation. The following examples describe real consulting assignments in neutralized form. Subject to client approval, we will gladly provide specific references on request.

Drive & test technology

International test and drive technology group

Clarifying roles and interfaces in a development environment with a high level of technical maturity.

Powertrain

Global automotive supplier

Diagnostics at the interfaces between development, series production and the supply chain.

Vehicle development

European vehicle manufacturer

Maintaining steering capacity amid high change dynamics and parallel project streams.

Industry & systems

International technology group

Connecting technical systems development with organizational steering.

Medical technology

Medical technology manufacturer

Role clarity and traceability in the regulated medical technology environment.

Systems Engineering

Provider of complex development and series-production projects

Building a steering logic for complex development and series-production projects.

07Working together

When a conversation is worthwhile.

Not every project needs external support. In these situations, however, an outside perspective can get things moving again:

→Projects do not progress despite strong professional expertise.
→Roles and responsibilities remain unclear.
→Decisions are made, but not implemented.
→Technical and organizational issues block one another.
→Development and transformation initiatives are becoming increasingly complex.
If you recognize any of these situations, an initial conversation is worthwhile.

Request a conversation

08About me

Engineering meets organizational development.

Dipl.-Ing. Stephan Richter

Managing Director · sr-global consult GmbH

More than 40 years of experience in development, project management and organizational development: for over four decades, I have supported development, change and transformation initiatives in industrial companies. My background as a mechanical engineer combines technical understanding with organizational development and transactional analysis.

This connection is at the heart of my work: it makes the social dimension of technical projects – roles, interfaces and decisions – as precise and workable as the technical dimension. TDPM® emerged from this practice.

Mechanical engineering · Dipl.-Ing. Systemic organizational consulting Transactional analysis Coaching & intercultural training

09Contact

Let us talk about your project.

E-Mailstephan.richter@sr-global.de

Phone+49 171 945 1465

LinkedInStephan Richter

OfficeSchmiedestraße 52 · 21335 Lüneburg

Companysr-global consult GmbH

A brief inquiry is enough – in an initial conversation, we will clarify whether and how TDPM® fits your initiative.

10Legal

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sr-global consult GmbH
Schmiedestraße 52
21335 Lüneburg
Germany

Represented by

Managing Director: Dipl.-Ing. Stephan Richter

Contact

Phone: +49 171 945 1465
E-Mail: stephan.richter@sr-global.de

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LAST UPDATED: June 2026 · LEGAL BASIS: Section 5 DDG

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LAST UPDATED: June 2026 · LEGAL FRAMEWORK: GDPR / BDSG / TDDDG