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.mpug.com/author/value-transformation/
    3. https://www.pmi.org/
    4. https://pmtips.net/articles
    5. 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

Product Quality in Product Development Project Management

Product Quality in Product Development Project Management Introduction In today’s competitive market, product quality is not just a desirable attribute—it’s a fundamental requirement for successful product development and project management. Integrating product quality into every project lifecycle ensures that the final product meets customer expectations, regulatory standards, and business goals.  The quality of the product […]

Why Effective Product Testing Fails: Common Pitfalls

Effective Product Testing Execution and my thoughts on this. The outcome can be a disaster if we poorly execute an effective, well-defined process.  Below are my thoughts on this link https://www.linkedin.com/posts/robert-fey-78178b154_mrbrokentesting-integrationblindness-testingstrategy-activity-7345338918126432256-OWgo/?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAJVUn4BzjTVfTnHgKx3zQWTPI5tYcYTiCM   Unit tests pass. If unit testing does not represent the real world, then it means little. Unit testing should go beyond specification limits […]

Configuration Management in Manufacturing Equipment and Software: It Matters

What Is Configuration Management in Manufacturing?   Configuration management (CM) is a systematic process that ensures all aspects of a product—manufacturing equipment, software, or both—remain consistent with their original specifications and intended functionality throughout their lifecycle. In manufacturing, configuration management aligns the product’s performance, functional, and physical attributes with requirements, design, and operational information from […]

Outsourcing Testing Doesn’t Have to Kill Product Quality: Trust But Verify

Jon M Quigley The genesis of this post is  https://www.linkedin.com/feed/update/urn:li:activity:7343144597839056897/ Outsourced Testing Best Practices: Safeguarding Product Quality in 2025 We often seek out best practices for outsourced testing as if there is a silver bullet. That is not so.  Some key principles help. Outsourced testing is often criticized as a shortcut that leads to poor […]

A Process Is Not Necessarily Poor If Its Execution Is Errant

  My thoughts on this LinkedIn post Judging a process by its outcomes in organizations, teams, and even personal projects is common. When things go awry, the immediate instinct is often to blame the process itself. However, this overlooks a crucial distinction: a well-designed process can still yield poor results if executed improperly. Consider a […]

Engineering Excellence in Action

Baja SAE Carolina Showcases the Future of Off-Road Innovation Introduction Vehicles have always required some engineering. I am glad about that, as my career in vehicle development has been mentally engaging and motivating. I have other engineering colleagues who are similarly motivated, such as my friend who owns Raptor Performance.  We have worked together on […]

Purchasing and Procurement in Project Management

Why Purchasing Matters in Project Management Purchasing is a cornerstone of successful project management, directly impacting cost, quality, and schedule. Purchasing and supplier selection figure prominently in product development and project management, emphasizing that effective purchasing is not just about buying goods or services—it’s about strategic supplier selection, risk management, and aligning procurement with project […]

Ideal PLM and Failures

This blog post is promoted by a LinkedIn post: https://www.linkedin.com/posts/alindenthal_engineers-give-up-plm-plm-systems-have-activity-7337209561826660352-Yi2X/?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAJVUn4BzjTVfTnHgKx3zQWTPI5tYcYTiCM What Is an Ideal PLM System Supposed to Do? An ideal Product Lifecycle Management (PLM) system is designed to serve as the digital backbone for managing a product’s entire lifecycle—from concept and design through manufacturing, service, and end-of-life. At its core, a PLM system should: […]

Role of Project Management in Product Development

Role of Project Management in Product Development Project management in product development is the backbone of innovation and market success. In today’s fast-paced industries, organizations must modernize their development processes to stay competitive, adapt to change, and deliver value quickly. Jon M. Quigley, a recognized leader with decades of experience and multiple industry awards, has […]

Why Engineers Give Up on PLM Systems

This blog post is promoted by a LinkedIn post: https://www.linkedin.com/posts/alindenthal_engineers-give-up-plm-plm-systems-have-activity-7337209561826660352-Yi2X/?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAJVUn4BzjTVfTnHgKx3zQWTPI5tYcYTiCM Engineers Give Up on PLM Systems – Lessons from Jon M. Quigley’s Work Product Lifecycle Management (PLM) systems are intended to streamline product development, enhance traceability, and ensure quality. Yet, as Jon M. Quigley, renowned author, engineer, and project management expert, has observed throughout his […]

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

Manufacturing Southeast X.0 Press release

 

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

The Sunday Lunch Project Manager meets Jon M. Quigley, The Product Development Guy

Contact Value Transformation about Project Management