Project Management is critical to successful development exercises.  With direct experience managing hardware, software and mechanical design projects from project requirements to deployment, we have the experience to avoid the pitfalls which are common during the processs of bringing a product to market.

The banner you see above shows people talking and exchanging ideas.  One common issue with project management of engineers is the recognition that development is a people process.  It is the process of issue identification and resolution. 

Our Project Management philosophy basically revolves around enablement.  I have frequently observed where companies have placed individuals in positions where their weaknesses are routinely exposed and for which the engineer receives criticism and becomes demotivated and project schedules suffer.  We believe that people's strengths should be embraced and their weaknesses hidden from daily activities, moved to members of the team who posses those attributes.  Working together, people can be mentored in areas where improvement is desired.  By fostering a success oriented attitude, the project moves along rapidly.

Further, we believe in the project ideologies of Extreme Programming.  The general premise is a project cannot be completely planned before it is started.  Thus the plan is iterative with short and frequent iterations, at the end of which the project is evaluated and rebaselined.  Again, this affords management the opportunity to see progress often, gives the engineers an opportunity for a sense of accomplishment along the way and gives the customers an opportunity to provide input to the project.  This prevents the age old problem of the 6 month development schedule that produces a product the customer does not desire.

The process works across many engineering disciplines, it provides rapid feedback to engineers affording them the opportunity to adjust their designs accordingly.