Jon M Quigley

The Critical 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 dedicated his career to advancing project management in product development, especially in complex sectors like automotive and embedded systems.[A] [B] [C] [D]

This article is in response, no, not that, actually it is more like a dog pile on her post, on LinkedIn post from Kate Franklin .  I agree with what she has written but wanted to add a few thoughts to it.

Modernizing Product Development Processes

Project management in product development, learning and leadership.

Insights from Jon M. Quigley’s Learning Book

Jon M. Quigley’s latest work, Modernizing Product Development Processes: Guide for Engineers, serves as a practical roadmap for engineers and innovators. The book emphasizes strategies to accelerate time-to-market, boost creativity, and front-load concepts—key elements for effective project management in product development. [E] [F] These strategies are not just theoretical; they are drawn from real-world experience and are designed to help teams thrive in environments where speed and adaptability are paramount.

Continuous and Embedded Learning: The Quigley Approach

The Work of Shawn P. Quigley

In collaboration with Shawn P. Quigley, Jon co-authored Continuous and Embedded Learning for Organizations. This book explores how continuous learning is essential for building resilient teams and organizations in the context of project management in product development. [G] The Quigleys highlight the importance of fostering a learning, motivation, and change management culture. They provide actionable insights and case studies that show how organizations can embed learning into their daily operations.[H] [I]

Shawn P. Quigley’s expertise in behavioral analysis and organizational systems further enriches the book, offering perspectives on leadership, regulatory requirements, and service delivery that are directly relevant to project management in product development.[J] [K]

Cognitive Biases in Project Management Project and Product Development

Cognitive biases can undermine decision-making and team effectiveness in project management and product development. Jon M. Quigley has identified several key biases that managers must recognize and address:

• Optimism Bias: Teams may overestimate the likelihood of success, leading to risky decisions. Balancing optimism with critical thinking helps mitigate this bias.[L]
• Anchoring Effect: The first idea or piece of information often disproportionately influences decisions. Encouraging diverse perspectives and questioning initial assumptions can reduce this effect.[M]
• Availability Heuristic: Managers may rely on the most readily available information, rather than the most relevant. Data-driven decision-making is crucial.[N]
• Hindsight Bias: After outcomes are known, teams may believe they “knew it all along,” which can stifle learning from mistakes.[O]
• Dunning-Kruger Effect: Team members may overestimate or underestimate their abilities, impacting project outcomes. Continuous feedback and learning help counter this bias.[P]

By fostering awareness of these biases, project leaders can create more balanced, reality-based teams better equipped to navigate complex product development cycles.[Q]

Project and Product Development the Cost of Silence

Effective communication is central to project management in product development, but organizational culture and psychological safety issues often hinder it. The Boeing 737 Max tragedy is a stark reminder of the dangers of a culture where employees do not feel safe to speak up about risks.[R] [S] Silence can lead to catastrophic failures, erode trust, and stifle innovation.

Building a “speak up” culture requires:

• Trust and Psychological Safety: Team members must feel safe to share concerns and ideas without fear of retribution.[T] [U]
• Intentional Leadership: Leaders must model openness, actively seek feedback, and consistently reinforce the value of honest communication.[V]
• Clear Expectations: Regularly communicate the importance of speaking up and ensure everyone understands their role in maintaining open dialogue.[W]

Jon M. Quigley’s philosophy, supported by his extensive writing and consulting, emphasizes that communication challenges must be addressed head-on to enable successful project management in product development.[X] [Y]

Embedding Learning and Overcoming Barriers

Our book CContinuous and Embedded Learning for Organizations we demonstrate that embedding continuous learning into project management in product development enhances adaptability and innovation[Z]. Organizations can overcome barriers such as cognitive biases and communication breakdowns by developing communities of practice, encouraging cross-functional collaboration, and supporting ongoing professional development.[AA] [BB]

Leadership and Corporate Culture: Project Management and Product Development

The Symbiotic Relationship Between Leadership and Culture

Leadership and corporate culture are inseparable drivers of success in project management in product development. The effectiveness of project management practices is deeply influenced by the organization’s culture, which its leaders shape and reinforce.[CC] [DD] A strong project management culture aligns team behaviors, decision-making processes, and communication patterns with the company’s strategic objectives, ensuring that projects contribute to long-term growth and innovation. [EE] [FF]

How Leadership Shapes Corporate Culture

Leaders play a pivotal role in establishing, modeling, and sustaining the values and behaviors that define a company’s culture. [GG] [HH] Their actions set the tone for what is expected and acceptable within the organization. For example:

• Vision and Alignment: Leaders articulate and communicate a clear vision and mission, ensuring that every project aligns with broader organizational goals. [II] [JJ] Employees who understand and connect with this vision are more motivated and engaged.
• Modeling Behavior: By embodying the desired cultural traits—such as accountability, openness, and collaboration—leaders set a powerful example for others to follow. [KK] [LL] Symbolic acts, like participating in brainstorming sessions or openly acknowledging mistakes, reinforce these values.
• Empowering Teams: Effective leaders give project managers the authority and autonomy to drive projects, fostering a sense of ownership and accountability across teams. [MM] [NN]
• Driving Change: Senior leadership support is essential to overcome cultural resistance to change. Leaders who are visibly committed to transformation help teams navigate uncertainty and embrace new ways of working. [OO]

The Impact of Leadership Styles

Different leadership styles can profoundly influence organizational culture and, by extension, project outcomes.[PP] Transformational leaders inspire innovation and challenge the status quo, while servant leaders focus on employee well-being and inclusivity. Autocratic leaders may drive rapid results, but can risk employee satisfaction if not balanced with empathy and collaboration. The most effective leaders adapt their style to the organization’s needs and the situation, fostering a culture where employees feel valued and motivated to contribute. [QQ]

Aligning Project Management with Corporate Culture

For project management in product development to thrive, it must be culturally aligned with the organization’s values, vision, and strategy. [RR] [SS] Misalignment can lead to resistance, confusion, and project failure. A supportive culture encourages cross-functional collaboration, clear communication, and continuous improvement—key ingredients for project success. [TT] [UU] Project managers can act as cultural leaders within their teams, promoting a subculture of excellence even in challenging environments. [VV]

Overcoming Cultural Resistance

Change initiatives often falter when there is a gap between the desire for change and the commitment to act. Senior executive support is crucial in bridging this gap, providing the authority and momentum needed to shift organizational culture and embed new project management practices.[WW] Leaders must champion change, communicate its benefits, and ensure that teams have the resources and support needed to adapt.

By intentionally shaping culture and demonstrating strong leadership, organizations can create an environment where project management in product development flourishes—enabling teams to innovate, collaborate, and achieve strategic goals. [XX] [YY] [ZZ] [AAA] [BBB] [CCC]

Conclusion

Project management in product development is a dynamic, multidisciplinary challenge. By leveraging the insights of Jon M. Quigley and Shawn P. Quigley, organizations can modernize their processes, confront cognitive biases, and build communication-rich, continuously learning teams. These are the pillars that support sustained innovation and market success.

[A] https://www.linkedin.com/posts/jonmquigley_modernizing-product-development-processes-activity-7330013283183128576-ahX3

[B] https://testingexpo-europe.com/judges-2025/jon-m-quigley

[C] https://pmsymposium.umd.edu/pm2024/speaker/jon-quigley/

[D] https://www.linkedin.com/in/jonmquigley

[E] https://www.linkedin.com/posts/jonmquigley_modernizing-product-development-processes-activity-7330013283183128576-ahX3

[F] https://pmostrategies.com/product/raffle-prize-choice-jon-m-quigley-product-development-book-us-shipping-only/

[G] https://www.goodreads.com/book/show/48709698-continuous-and-embedded-learning-for-organizations

[H] https://www.goodreads.com/book/show/48709698-continuous-and-embedded-learning-for-organizations

[I] https://mpug.com/why-and-how-to-develop-project-management-skills/

[J] https://www.melmark.org/staff/shawn-p-quigley/

[K] https://www.goodreads.com/book/show/48709698-continuous-and-embedded-learning-for-organizations

[L] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[M] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[N] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[O] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[P] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[Q] https://www.zendesk.com/blog/8-cognitive-biases-affect-manage-team/

[R] https://www.linkedin.com/posts/katefranklin1_speakingup-culturechange-silence-activity-7334136426759938048-1ZaA

[S] https://nkuzichange.com/blog/building-a-speak-up-culture-the-danger-of-team-silence-how-to-combat-it

[T] https://www.linkedin.com/posts/katefranklin1_speakingup-culturechange-silence-activity-7334136426759938048-1ZaA

[U] https://nkuzichange.com/blog/building-a-speak-up-culture-the-danger-of-team-silence-how-to-combat-it

[V] https://nkuzichange.com/blog/building-a-speak-up-culture-the-danger-of-team-silence-how-to-combat-it

[W] https://nkuzichange.com/blog/building-a-speak-up-culture-the-danger-of-team-silence-how-to-combat-it

[X] https://valuetransform.com/chatgpt-of-jon-m-quigley/

[Y] https://www.petermanfirm.com/blog/podcast/interview-with-jon-quigley-of-value-transformation-on-conscious-management/

[Z] https://www.goodreads.com/book/show/48709698-continuous-and-embedded-learning-for-organizations

[AA] https://mpug.com/why-and-how-to-develop-project-management-skills/

[BB] https://www.goodreads.com/book/show/48709698-continuous-and-embedded-learning-for-organizations

[CC] https://www.pmi.org/learning/library/impact-corporate-culture-portfolio-management-9290

[DD] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[EE] https://www.linkedin.com/pulse/how-develop-strong-project-management-culture-yjcdf

[FF] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[GG] https://ivyexec.com/career-advice/2024/how-executive-actions-influence-corporate-culture-a-guide/

[HH] https://www.linkedin.com/pulse/impact-leadership-styles-organizational-culture-9p6mf

[II] https://ivyexec.com/career-advice/2024/how-executive-actions-influence-corporate-culture-a-guide/

[JJ] https://www.pmi.org/learning/library/impact-corporate-culture-portfolio-management-9290

[KK] https://ivyexec.com/career-advice/2024/how-executive-actions-influence-corporate-culture-a-guide/

[LL] https://www.linkedin.com/pulse/impact-leadership-styles-organizational-culture-9p6mf

[MM] https://www.linkedin.com/pulse/how-develop-strong-project-management-culture-yjcdf

[NN] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[OO] https://www.wanhow.com/projectmanagercoach/overcoming-cultural-resistance-to-change-in-project-management-a-comprehensive-guide-for-leaders/

[PP] https://www.linkedin.com/pulse/impact-leadership-styles-organizational-culture-9p6mf

[QQ] https://www.linkedin.com/pulse/impact-leadership-styles-organizational-culture-9p6mf

[RR] https://www.pmi.org/learning/library/impact-corporate-culture-portfolio-management-9290

[SS] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[TT] https://www.linkedin.com/pulse/how-develop-strong-project-management-culture-yjcdf

[UU] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[VV] https://www.pmi.org/learning/library/impact-corporate-culture-portfolio-management-9290

[WW] https://www.wanhow.com/projectmanagercoach/overcoming-cultural-resistance-to-change-in-project-management-a-comprehensive-guide-for-leaders/

[XX] https://www.linkedin.com/pulse/how-develop-strong-project-management-culture-yjcdf

[YY] https://ivyexec.com/career-advice/2024/how-executive-actions-influence-corporate-culture-a-guide/

[ZZ] https://www.pmi.org/learning/library/impact-corporate-culture-portfolio-management-9290

[AAA] https://www.brightwork.com/blog/cultivating-a-successful-project-management-culture-at-your-company

[BBB] https://www.linkedin.com/pulse/impact-leadership-styles-organizational-culture-9p6mf

[CCC] https://www.wanhow.com/projectmanagercoach/overcoming-cultural-resistance-to-change-in-project-management-a-comprehensive-guide-for-leaders/

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