Examples of Typical Project Management
section describes some typical projects that we have been involved with
in the past. The examples include the background, what was done to
assist the project and the results.
of Typical Project Engagements
needed a quick project assembled, but had insufficient internal design
Company needed a quick design, but had insufficient
internal design personnel for all projects presently scheduled. Manager
had no time to manage the project, wanted just the final results.
Contacted Potential Team Members, created a plan around
required three available additional persons. Coordinated the project
team to complete the plan as scheduled. Included timely and multiple
Design Reviews and Status Reports for client contact.
In spite of changing specifications, the project was
completed satisfactorily and on schedule.
Manager leaves company with three projects underway
Project Manager leaves the project in the middle of
coordinating three projects for a single customer. Project is behind
schedule and customer must meet critical schedule commitments for a
show. Most of the original team members left the company, leaving the
project with a new, unproved team to complete the work on a tight
Responsible for forming the team, creating tasks for
work breakdown structure, and realistic schedules. Held Weekly Status
meeting with customer to track progress. Held critical design reviews
on circuit problem areas. Worked with company to provide incentives to
employees to put in extra efforts to complete tight schedule on time.
Completed the project to customer requirements, while
keeping project on schedule and within a controlled budget.
in the Process of Creating Project Management Teams
The company had a very young management team in the
engineering department. It was, up to that time, basically a single
product company. It was embarking on a plan to expand and create
various project management teams to develop multiple products at the
same time, with a rapidly ramping up engineering and software group.
Coached the project manager to assist him in setting up
the basics of getting a more formal project management process up and
running. Also introduced formal methods of gathering status from the
large number of team members.
Several of the PM ideas were implemented and
successfully began the process of getting formal Project Management
needed to form a large team to meet a new R&D contract
Client had just gotten a large R&D contract
that required the assembling of a team much larger than the in-house
staff to complete a total electro-mechanical design quickly. The
contract required the design of a complete system prototype, followed
by 16 system level units and a complete communications and control
system for the larger system.
Refined the System, Electronic and Software specs. The
design required the use of electronic firmware and hardware engineers,
software engineers, mechanical design engineers, thermal engineers,
mechanical layout engineers, parts purchasing, system assembly, debug
and test of the first article. Assembled the complete team, generated a
project plan and acted as project manager to complete the first article.
A system prototype shipped to the customer in record
time. Later the client shipped the balance of the systems to the