This website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
This Website Uses Cookies By closing this message or continuing to use our site, you agree to our cookie policy. Learn MoreThis website requires certain cookies to work and uses other cookies to help you have the best experience. By visiting this website, certain cookies have already been set, which you may delete and block. By closing this message or continuing to use our site, you agree to the use of cookies. Visit our updated privacy and cookie policy to learn more.
The author of numerous books on project management, Jon has held engineering and management positions at Volvo Trucks, PACCAR and other companies. His quarterly column will appear in March, June, September and December. Email Jon at jon.quigley@valuetransform.com
When I first started my engineering career, I did not know much about configuration management. In fact, my introduction to configuration management was more about what happens when it is missing.
In my first job after I received my engineering degree, I was designing hardware and writing software for embedded products for industrial applications. I had a simulator for the microcontroller.
Despite a persistent and incremental march toward automation, people are still necessary for much of manufacturing. Perhaps that will always be true for certain segments.
Project quality and product quality are different things, but they are inextricably linked—or they should be. It is possible for a project to seem successful and deliver the anticipated result, only to find out later the product is not what was expected.
