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.

The Product Development Guy – Part 1

https://anchor.fm/sundaylunchpm/episodes/meets-Jon-M-Quigley–The-Product-Development-Guy-Part-1-epg1mb

or https://open.spotify.com/show/0UQPXPe3t7mKdS4kVLvDHY

Projects are People

People are Human I realize this piece is likely, nearly certainly, to ruffle some feathers. That is not my intention for sure.  We have written on the impediments to us seeing things truly as it is.  There are many cognitive biases that may plague us. In fact, we dedicated an entire section in our latest […]

Once Upon a Time

Once Upon a Time I worked while I was acquiring my undergraduate engineering degree, hell, I worked while getting all three of my degrees. My undergraduate was especially interesting, in that I did not have a mass of skills so my work was not a high-paying gig.  I am grateful for the job, but there […]

Sergeant York – and Old Homesteads

Sergeant York – and Old Homesteads Gatlinburg Area Recently, over the Memorial Holiday, Sergeant York, well, more like rewatched it.  I recall it from when I was a kid on the old movies channel.  Not when it first hit the big (or little) screen mind you.  However, I have since then had some experiences that […]

Manufacturing X0 Event

It was a wonderful learning event at the Manufacturing X.0 Southeast event.  I want to thank Lacy Ashton and Boni Quatroche for making the even and my involvement possible.  There was much to learn from the confluence of topics from AI to Big Data, from the individual to team learning and retrieval.  All of these […]

Failure: The Option

Failure: The Option Media I was once in an engineering team meeting, where the snippet from the movie Apollo 13 was played.  The scene demonstrated that famous saying, failure is not an option. I have heard this many times since then, not in business, but on other television shows and competitive events.  The thing is, […]

Risk Management from Front and to Back

Risk Management from Front and Back Recently I spoke at a Metrolina PMI Chapter on Risk Management. If we have been managing projects, we know that risk management is significant to ensuring project success. Risk management starts from the very beginning of the project, the scope, and our strategy selection will all impact the risks […]

To Learn, or Not to Learn- There is Really No Question.

To Learn, or Not to Learn- There is Really No Question. I have spent time in a variety of roles in product development, from engineer to manager and process manager.  In the latter, as project and process manager, even in early 2000, there were organization processes and structures in place to encourage and record learning […]

The LinkedIn Elephant

The Organization Organizations, or most successful organizations, are not static.  To remain an ongoing concern the organization will need to adapt to identified opportunities.  This will require growing the talent base, either organically, that is from within, or by finding talent external to the organization.  From an external perspective, how do we know the right […]

Dilemma

The Farmer and the Tree   In the course of my life, I have at times been a reader of many books.  Work was done on our house recently, and the contractor noted the number of books we have and commented on the numerous bookshelves filled with books. They saw a fraction of the books […]

Career Change

  Career Change Recently we had a question come to us about how a person transition from one industry or a specific job title to another industry or another area of the company that requires different skills from what we presently have.  Perhaps as a way to avoid becoming stale, we may want to explore […]

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

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