Project Management in Product Development

1.An Introduction to Project Management and Product Development2.Planning a Project3.Executing a Project4.Total Leadership for Project Managers5.Stage-Gate Project Management6.Critical Chain Project Management7.Lean Product Development8.Agile Project Management: Scrum, Extreme Programming, and Scrumban9.Risks and Issues: Preparing for and Responding to the Unexpected10.Patents for Project Managers11.ReportingAppendices

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.

"Everyone recognizes the importance of sustainable innovation for any growing business. Less well understood is the vital role outstanding project management plays in innovative businesses. Our approach to project management at Danaher evolved greatly over the last two decades and played no small part in our success. George Ellis nicely captures the "state of the art" and demonstrates how process alone is not enough - true "Total Leadership" in project management differentiates the winners from the runners-up. If you want to win the innovation game, read his book." --Lawrence Culp, Jr., Former CEO, Danaher Corporation

"Tools for project management have expanded over the years, most recently agile methods as applied to software development, and lean methods adopted from manufacturing; earlier additions include critical-chain and phase-gate methodologies. Many fine books cover each of these, but none covers them all. Ellis does, as well as traditional waterfall/critical path methods. Especially valuable is Ellis' comparison of the methods, their relative strengths and weaknesses, where each applies and doesn't apply. Along the way he reminds us of the importance of leadership and interpersonal skills in project management by way of interesting side comments and bits of advice for dealing with technical specialists, customers, and bosses. All of this separates Ellis' book from and puts it above the rest in project management." --John Nicholas, Professor, Quinlan School of Business, Loyola University Chicago