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Project Management in Product Development
Leadership Skills and Management Techniques to Deliver Great Products
- 1st Edition - September 11, 2015
- Author: George Ellis
- Language: English
- Paperback ISBN:9 7 8 - 0 - 1 2 - 8 0 2 3 2 2 - 8
- eBook ISBN:9 7 8 - 0 - 1 2 - 8 0 2 5 5 9 - 8
Project Management in Product Development: Leadership Skills and Management Techniques to Deliver Great Products is written for new and aspiring project managers in product d… Read more
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is written for new and aspiring project managers in product development. Although texts on project management are common, the material presented here is unique, instead focusing on product development, a challenging segment of project management because of the high level of uncertainty, the need for a robust set of problem-solving techniques, and a demand for broad cross-functional teams.The book also focuses on more than just project management techniques, including a thorough treatment of transformational and transactional leadership. Other topics covered include problem-solving techniques, development, and continuous improvement of processes required in product development, risk recognition and management, and proper communication with mangers and other stakeholders.
Finally, project management techniques used in product development are presented, including the critical path method, scrum and XP, and Kanban/lean project development, along with the strengths and weaknesses of each.
- Provides ways to successfully manage product development projects by teaching traditional and advanced project management techniques like Gantt, CPM, Agile, Lean, and others
- Covers transformational and transactional leadership, how to create a vision and engage the team, as well as tactics on how to manage a complex set of tasks
- Uses a practical, common sense approach to the day-to-day activities of a project manager, including project planning, project process development, problem-solving, project portfolio management, reporting, and more
- Presents a thorough comparison of popular project management tools
- Includes many examples, cases, and side-bars that are included throughout the book
Professionals working in product development engineering in the industrial, manufacturing, or technology industries; Product Development Project leaders and aspiring leaders; business owners and GMs of organizations with high dependency on product development
- Dedication
- Preface
- Acknowledgments
- Part I. The Fundamentals
- Introduction
- Chapter 1 Introduction
- Chapter 2 The Critical Path Method: Planning Phase
- Chapter 3 The Critical Path Method: Execution Phase
- Chapter 1. An Introduction to Project Management for Product Development
- 1.1. The Project: Flexibility, Communication, and Accountability
- 1.2. Project Management and Leadership
- 1.3. Product Development Projects
- 1.4. Why Organizations Need PMs
- 1.5. Do You Want to Be a PM?
- 1.6. Project Stakeholders
- 1.7. Certification
- Chapter 2. The Critical Path Method: Planning Phase
- 2.1. Engineering Process Flow Charts
- 2.2. Critical Path Project Management: Process Overview
- 2.3. When you need help
- Chapter 3. The Critical Path Method: Execution Phase
- 3.1. Working Alone and with One or Two Team Members
- 3.2. Leading Team Meetings
- 3.3. Representing the Team at Staff Reviews
- 3.4. Finishing the Project
- Introduction
- Part II. Leadership Skills and Management Methods
- Introduction
- Chapter 4 Total Leadership for Project Managers
- Chapter 5 Phase–Gate: Extending the Critical Path Method
- Chapter 6 Critical Chain Project Management
- Chapter 7 Lean Product Development
- Chapter 8. Agile Scrum, Extreme Programming, and Scrumban
- Chapter 4. Total Leadership for Project Managers
- 4.1. What Is Leadership?
- 4.2. Motivation and Inspiration
- 4.3. The Total Leadership Matrix
- 4.4. Leadership in Project Management
- 4.5. The Intersection of Transaction and Transformation
- 4.6. Communication Tools
- 4.7. Team Dispersion
- 4.8. Recommended Reading
- Chapter 5. Phase–Gate: Extending the Critical Path Method
- 5.1. Overview of Phase–Gate Project Management
- 5.2. Creating a WBS for a Phase
- 5.3. Dealing with Schedule Issues
- 5.4. CPM Key Measures of Effectiveness (without Phase–Gate)
- 5.5. Summary
- 5.6. Leadership and Alternative Project Management Methods
- 5.7. Recommended Reading
- Chapter 6. Critical Chain Project Management (CCPM)
- 6.1. An Overview of Critical Chain Project Management
- 6.2. The Theory of Constraints
- 6.3. Building a Critical Chain Project Plan
- 6.4. Execution and Human Behavior that Delay Projects
- 6.5. Tracking Progress with the Fever Chart
- 6.6. Full Kitting
- 6.7. CCPM for Project Portfolios
- 6.8. How Well Does CCPM Work?
- 6.9. Challenges to Adopting/Sustaining CCPM
- 6.10. CCPM Key Measures of Effectiveness
- 6.11. Summary
- 6.12. Recommended Reading
- Chapter 7. Lean Product Development
- 7.1. An Introduction to Lean Thinking
- 7.2. Lean Product Development
- 7.3. Seven Lean Techniques for Product Development
- 7.4. Comparing LPD to Other Project Management Methods
- 7.5. LPD Key Measures of Effectiveness
- 7.6. Summary
- 7.7. Recommended Reading
- Chapter 8. Agile Project Management: Scrum, Extreme Programming, and Scrumban
- 8.1. Introduction to Agile
- 8.2. Agile Scrum
- 8.3. eXtreme Programming
- 8.4. Scrumban
- 8.5. Barriers to Adoption of Scrum
- 8.6. Agile Key Measures of Effectiveness
- 8.7. Summary
- 8.8. Recommended Reading
- Introduction
- Part III. Advanced Topics
- Introduction
- Chapter 9 Risks and Issues: Preparing for and Responding to the Unexpected
- Chapter 10 Patents for Project Managers
- Chapter 11 Reporting
- Chapter 9. Risks and Issues: Preparing for and Responding to the Unexpected
- 9.1. Risk in Product Development Projects
- 9.2. Types of Issues and Risks
- 9.3. Preparation: Avoiding and Reducing Issues
- 9.4. Responding to Risk: Leading the Team through the Unexpected
- 9.5. Recommended Reading
- Chapter 10. Patents for Project Managers
- 10.1. Introduction to Patents
- 10.2. Types of Intellectual Property
- 10.3. The Structure of a US Patent
- 10.4. Searching Patents
- 10.5. The Patenting Process
- 10.6. Resources
- 10.7. Recommended Reading
- Chapter 11. Reporting
- 11.1. Management Presentation
- 11.2. Metrics
- 11.3. KPI: Metrics to Drive Improvement
- 11.4. Dashboard
- 11.5. Recommended Reading
- Introduction
- Appendix A. Certifying Agencies for Project Managers
- Appendix B. Sorting Problems People Express with Their Jobs
- Glossary
- Index
- No. of pages: 400
- Language: English
- Edition: 1
- Published: September 11, 2015
- Imprint: Butterworth-Heinemann
- Paperback ISBN: 9780128023228
- eBook ISBN: 9780128025598
GE
George Ellis
George Ellis has worked in product development for 35 years. He first experienced the concept of continuous improvement two decades ago through the Danaher Corporation, one of the world’s foremost lean thinking companies. Danaher transformed itself in the 1980s, modeling its Danaher Business System (DBS) on the Toyota Production System. Ellis has had numerous leadership roles at Danaher, including Vice President of Global Engineering for X-Rite from 2015 to 2018.
In 2019, Ellis joined Envista Holdings Corporation, a new spin-off from Danaher for the dental industry, as Vice President of Innovation. There he spends every day immersed in lean knowledge work, deploying, improving, and sustaining new product development workflows in EBS, Envista’s brand of lean knowledge. He also wrote Project Management for Product Development, Control System Design Guide (4th edition), and Observers in Control Systems, all from Elsevier.
Affiliations and expertise
Vice President Innovation, Envista Business System Office
Envista Holdings Corporation, Brea, CA, United States