Project Management

Project Management used to be add-on tasks; additional tasks to be done along with one’s job-title duties. Today, Project Management is a standalone job function with accountability, responsibilities, and many required skills. Consistent and Effective Project Management is critical for business growth.

Cost Management - Value Transformation

Supply Chain Management

Projects often require purchasing of material and expertise from another organization. This requires identifying needs, making plans for fulfilling that need and working through the acquisition process along with closing out the contracts at the conclusion of the project. All of these are necessary to some degree for any outsourced material or work that is conducted on behalf of the project.

Communication Management

Distributed project teams and increasing project complexities require strong communication both written and verbal skills. Experience suggests poor communication can make coordinating the effort to achieve the project objectives. Every other management area is connected with communications management and the measure of communications efficacy is also the degree of success of the project.

Integration Management

People are not fungible, that is they are not drop-in replacements for each other but are unique sets of talent and motivation. People conducts Projects, and as such the selection of the optimum talent and motivation improves the probability of project success. To do this an understanding of the skills and talent required for this unique project is necessary. The next step is the acquisition and development of the team; building upon the existing competency and moving a collection of individuals into a true team. Building requires understanding present performance (measurements), prioritization of what attributes matter for the project, and work to increase the team member’s ability regarding the attribute.

Scope Management

Scope Management is a subset of project management required to discover and articulate the reason for the project. This is integral to the project success, but since the project success is connected to the organization or business success, these two are inextricably linked.

Quality Management

Quality Management is a subset of project management associated with planning to project to deliver the expected level of quality from both the product and project. This area encompasses planning, quality assurance, and quality control actions throughout the project lifecycle.

Financial Management

Project financial management begins when with an understanding of the business case for the project. To be effective requires accurate estimates of requirements to bring the project to a successful conclusion. Budgets created, managed, and controlled; otherwise, the business case for the project would be ruined and become a loss for the company.

Time Management

Project Time Management is a subset of project management with identifying and describing the range of work that accomplished to achieve the project scope. From this estimate are developed for the project schedule as well as metrics for success of the individual work items and to set up ways in which the schedule will be controlled.

Risk Management

Risk Management is a subset of project management and is essential to optimizing the project toward success. Risk management is concerned with the probability and severity of events that will come to pass during our project and the measure of the ability to control these situations.

Intergration Management

Integration management consists of a set of processes that coordinates the work among the individual process areas, for example, reducing the scope to meet the financial objectives of the project. This balance is contained in project planning documents such as the charter, and how we intend to manage the project keeping this balance in mind.

Stakeholder Management

Projects involve people. All the people touched by a particular project are called Stakeholders. Examples of Stakeholders: the client, the company executives, the project team members, suppliers, and the end-users. Each Stakeholder has expectations, requirements, and visions for the project. The Project Manager has to manage each individual’s requirements as well as the group as a whole. Accurate Stakeholder Management is a critical step to Project Success.

A collection of management processes and knowledge areas that are employed by the project manager to deliver the expected results for the organization; scope, schedule, and cost. Project management is a collection of technical, management and soft skills.

    1. https://www.projectmanagement.com/
    2. https://www.pmi.org/
    3. https://pmtips.net/
    4. https://www.ganttproject.biz/

Uncontrolled Scope

A brief discussion between Steve Lauck and Jon M Quigley on scope failures and subsequent consequences.

Work Breakdown Structure (WBS)

This is a brief video demonstrating the use of the Work Breakdown Structure (WBS) for a project. This video shows the use of a tool called WBS Planner. The WBS is the starting point of project management and helps identify all work required to meet the project scope, as well as facilitate in discovering the talents required for the project.

Risk Using A FMEA Approach

This video demonstrates the use of the Failure Mode Effects Analysis (FMEA) applied to risk management. The tool is downloadable in the download area.

Risk Management Class

This video describes an introduction to risk management class that Value Transformation offers.

Published on Jan 29, 2019

From tobacco picker to Fast Food Manager to Engineer and Project Management. Jon talks about his professional experience and his passion for project management. Take a listen to this 2018 Professional Development Summit speaker.

SAE Risk through the Product Development Cycle

Project Management for Automotive Engineers, Jon M. Quigley

A discussion of our SAE Project Management book with Tom Cagley of SPaMCAST fame.

Just keep getting up.

Most of what we write is about technical, business, product development, and project management topics. I have no idea why I am writing this, or what to do with it when completed -if anything. Additionally, I am a little emotionally raw for reasons that will become apparent. Perhaps the writing will help me come to grips with this […]

Reviews and Walkthroughs.

Reviews of all kinds If you have been in product development for any time, you may have been involved in design reviews, walk-throughs, specification reviews, product reviews, audits and other forms. Recently I was a part of a customer presentation.  The presentation was developed to introduce the customer to a new product design that the […]

Covid and Asynchronous Communication

Shared Covid and Asynchronous Communication Jon M Quigley Communication If you are an engineer or computer science person, you may know about asynchronous communication from the technical perspective, but we provide brief definition below. Technical definition Asynchronous communication is the transmission of data, generally without the use of an external clock signal, where data can […]

The Confluence:

The Confluence: Configuration Management, Change Management, and Project Management Like Puzzle Pieces Configuration management, change management and project management are all connected.  Missing one or more of these in product development can mean exceeding the project budget and schedule at best, and at worst, the launching of a product that is more like a torpedo […]

Why are we doing this?

By Shawn P Quigley and Jon M Quigley Change Dynamics Change is a function of tension created by the difference between the current condition and the desired state. It can only occur when this tension contains sufficient energy to overcome external forces. These external forces could be something as simple as the current condition being […]

Requirements, Elicitation and Attributes

More than one way There is not silver bullet or one way to do most things.  The best approach will depend upon the amount of time, talent, tools available, and potential risks associated with the work and level of risk aversion of those undertaking the effort.  The example below, is typical for developing embedded automotive […]

Mere Scrap of Information

Mere Scrap of Information – The Route to the Product I am a guy, and grew up in the 70’s.  My dad was a Vietnam Vet serving in the 7th Special Forces Group.  I grew up watching action movies.  My favorite actor of that era was Clint Eastwood, and one of my favorite movies Fist Full […]

Prototype- Old School Style

The Olden Days by Jon M Quigley I recently had a phone call with a person I met on LinkedIn. Actually, I have been having calls with them over the weeks, to talk about product development, especially the way it was in the olden days.  Over the course of few discussions we began chatting about […]

Working at a Smaller Company

New Discussions Recently I have had some conversations with some new friends that I have never met, Tristan Nuñez, we chatted a few times on cutting trees down, and popcorn, and LaTashia Tyson.  We talked about working and career development.  I have written some articles on LinkedIn, including My First Five Jobs, and some thoughts […]

Wire harness development and testing

Wire harness development and testing Slow is painful by Jon M Quigley Vehicle Systems Vehicles have become increasingly electrical over the year, even vehicles that are not electric propulsion.  There are more features, more embedded controllers and greater communication between the electronic controllers.  The range of content is from power electronics, sensor data (analog signals), […]

2019 Carolina Collegiate Student Chapters

Checklist

CMMI Tracking

Pugh Matrix

Expectations of Contractors & Engineers

How to Brainstorm

How to have better Meetings

Meeting Minutes

Project Estimation

Risk Analysis

Using Pareto Charts

SPaMCAST 477 – Silence: A Powerful Tool, Muddling Through, Monolithic Monolith

https://podtail.se/podcast/software-process-and-measurement-cast/spamcast-477-silence-a-powerful-tool-muddling-thro/

SPaMCAST 575 – Messing Up Agile Hybrids, Deming and Book Club, Essays and Discussions

https://spamcast.libsyn.com/spamcast-575-messing-up-agile-hybrids-deming-and-book-club-essays-and-discussions

SPaMCAST 479 – Mentor or Coach, TameFlow Chapter 21a, Employee Engagement

https://spamcast.libsyn.com/spamcast-479-mentor-or-coach-tameflow-chapter-21a-employee-engagement

SPaMCAST 575 – Messing Up Agile Hybrids, Deming and Book Club, Essays and Discussions

https://spamcast.libsyn.com/spamcast-575-messing-up-agile-hybrids-deming-and-book-club-essays-and-discussions

SPaMCAST 552 – Fit For Value, Saying No, Essays and Discussions

https://spamcast.libsyn.com/spamcast-552-fit-for-value-saying-no-essays-and-discussions

SPaMCAST 479 – Mentor or Coach, TameFlow Chapter 21a, Employee Engagement

https://spamcast.libsyn.com/spamcast-479-mentor-or-coach-tameflow-chapter-21a-employee-engagement

Contact Value Transformation about Project Management