Engineering Project Management
I.D. # 99003 Duration 2 Days
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Project Management and Advanced Product Quality Planning (APQP) are two critical techniques used in product development in the mobility industry today. This seminar will bring these techniques together in an easy to understand format that goes beyond the typical concept of constructing timelines and project planning, by exploring not only the Automotive APQP process, but also key aspects of PM processes. Students will gain a solid foundation in the principles and application of Project Management and APQP.  

Students will immediately apply learned skills by taking a sample project through all phases of the Project Plan using industry-based documents. Realistic issues, problems and time constraints are introduced throughout the exercise to stimulate actual project environment. Each exercise uses documents specific to the particular areas of study such as Statement of Requirements, Statement of Work, Work Breakdown Structure, timeline development, resource management and reacting to changing situations such as schedule crash. Major milestones of typical OEM APQP processes, to include PPAP, are also discussed. The exercise format is structured so that students must operate in teams and the time constraints allow students to see firsthand the effects of improper delegation of work assignments.

***Attendee must bring laptop for this course.***

Attendees will receive a copy of the book, "PMBOK ® " - Project Management Body of Knowledge (6th edition) by the Project Management Institute (PMI) andProject Management for Mobility Engineers: Principles and Case Studies. 

Learning Objectives
By attending this seminar, you will be able to:
  • Define the importance of each of the ten (10) Bodies of Project Management Knowledge and the essential components of APQP by Phase
  • Recognize the minimum essential elements of both Robust Design (DFSS) and Robust Project Planning
  • Properly evaluate and differentiate between Statement of Requirement, Statement of Work and Work Breakdown structures
  • Explain the application of different timeline methodologies: Milestone, Gantt, and Network; PERT and Critical Path
  • Utilize different types of meeting and conflict resolution strategies, formulate an effective meeting summary and action list, and simulate an actual Design Review
  • Recognize the pitfalls common to most mobility projects due to improper or incomplete capture of the Voice of the Customer (VOC), current U.S. and international legislation and directives, improper management of limited resources, and others
  • Beyond the Checklist! - Examine Advanced techniques for Risk Management

Who Should Attend
New Project Managers, Lead or Design Release Engineers, Account Managers and those requiring refresher training or desiring to learn how to properly apply more advanced project management techniques. Other individuals who are involved with projects such as functional managers and support staff will benefit by attending. The course is best suited for individuals in any of the mobility industry sectors such as automotive, truck, recreational, farming, and mining, to include DOD mobility contracts. Attendees should be familiar with how projects are currently managed in their company so they may ask questions relating to their specific problem areas.
Seminar Content
  • The Project Management Process
    • Project Constraint Triangle
    • The ten (10) bodies of Project Management Knowledge
    • Types of Project Management Models
  • Project Plan Life Cycle
    • Three types of life cycles: Product, Project, Project Management
    • Differentiating between project management and the APQP process
    • Major types of Product Development Models
    • Major elements of each APQP phase
  • Project Management Techniques
    • Project Charter
    • Principles of Integration Management
    • Managing project Stakeholders and Sponsors
    • Defining, constructing, and recognizing the differences between Letter of Intent, Statement of Requirements, and Statement of Work
    • Developing scope of work for conceptual-based (R&D) customers
    • Defining and Developing a task-based Work Breakdown Structures (WBS)
    • Various types of WBS structures and Levels
    • Structure of effective Phase and Design Reviews
    • Beyond lessons learned - Project Best Practices and the TGR/TGW database
    • Documentation requirements necessary to support the PM/APQP/PPAP processes
  • Resource Planning
    • Choosing an organizational structure to support effective Project Management
    • Roles and responsibility matrix (RASIC)
    • Developing and managing an effective Staffing and Resource Plan
    • Surviving as the multi-hatted project leader
    • Special considerations for small projects
  • Sequence Planning
    • Milestone Charts
    • Gantt Charts
    • Network Diagrams; PERT and Critical Path Method (CPM)
    • Understanding and applying float/slack time
    • Techniques to address Fast Tracking and Crashing
  • Project Costing and Tracking
    • Project cost analysis methods and estimating methods
    • Recognizing and dealing with Scope Creep
    • Control techniques
      • Requirements for an effective Change Management System
      • Earned Value Analysis (EVA)
      • Effective meeting techniques
      • Forming and leading project teams
      • Establishing Performance Metrics for Project team
      • Recognizing and resolving internal and external conflict
  • Project Risk Management
    • Components and construction of an effective Risk Management Plan
    • Addressing product liability using the FMEA and HAZOP
    • Risk qualification quantification techniques -- Developing effective checklists; Risk Register/Quadrant Mapping, Expected Values Matrix; Probability and Impact Matrix
  • Procurement Management
    • Understanding partner supplier relationships
    • Suppliers rating techniques
    • Suppliers skill requirements for today's Product Development Environment 

Instructor(s): Angelo E. Mago, Curt Pawloski, or Joseph W. Hungerford

Angelo Mago

Angelo Mago is senior consultant and owner of ATM Consulting, Inc., which provides customized training and consulting services to a varied design and manufacturing supplier community in the areas of Project Management, Design to Cost, Quality Assurance, Document Management, Supplier Development and Management, and Customer Management. Since 1998 he has been obtaining experience in product design, quality assurance, and project management working in both the Governmental and Commercial mobility industry. DOD experience includes serving in the US Army TACOM Program Office in the M1 Abrams and Bradley Program Management offices and Plant Manager for the Depot Repair Facility in Mannheim Germany. Commercially Mr. Mago has worked as the Senior Supplier Quality Engineer for GM Truck Group responsible for NAO and off-shore supplier ISO qualification, Supplier Development for Advanced Product Development, and PPAP qualification and approval. Through ATM Consulting, Mr. Mago has played a lead role in deploying a PM and APQP environment for both large and small companies. He is a recipient of the SAE Forest R. McFarland Award for distinction in professional development/education. He has a B.S. in Mechanical Engineering from Florida Institute of Technology.

Curtis Pawloski

Curt Pawloski is President/Senior Consultant for Integral Operations, Inc. Since 1998 he has been acquiring experience in project management, geometric dimensioning and tolerancing, process and quality improvement, problem solving, and quality system development and implementation. Mr. Pawloski has helped auto industry OEMs and numerous supplier organizations prepare or improve their Quality Systems, facilitated the writing of quality procedures and work instructions, and consulted on implementation of quality systems. In addition, he was the leader of a team to develop a comprehensive Project Management training and certification system for Volkswagen's IT function. Mr. Pawloski is an Adjunct Faculty Member at Oakland Community College, Delta College, and Midlands Technical College. He is a board member and past member of the year for the Saginaw Valley Section of the American Society for Quality. He has a B.S.ChE from the University of Michigan, a Graduate Certificate in Hazardous Materials Management/Chemical Engineering from Wayne State University, and an M.B.A. from Wayne State University.

Joe Hungerford is the Director of Manufacturing Engineering, Facilities, and Technical Center Operations for BorgWarner Turbo Systems in Asheville, NC.  Joe has extensive background in product development, engineering, and operations management. He is a proven leader within global organizations and of cross-functional international teams that develop and manufacture highly complex products. Joe has also held the positions of Director, Global Commercial Vehicle Product Development, Director of Engineering - N. America, and Engineering Manager - Variable Turbine Geometry at BorgWarner Turbo Systems.  

His prior professional experience includes: Chief Engineer at Lockheed Martin, responsible for the development and launch of various tactical wheeled vehicles (trucks), Product Specialist at Emerson Power Transmission, responsible for Clutches and Torque Overload product lines, and Sr. Systems Engineer at BorgWarner Morse TEC where he managed cross-functional global development teams in North America, Europe and Asia responsible for the design, development, and validation of engine timing systems for automotive OEM's such as Ford, Nissan and GM.  

Joe is a certified Project Management Professional (PMP) and a certified Facilities Management Professional (FMP) who has also served as an Adjunct Instructor teaching project management at the University of North Carolina Asheville. He received his B.S. in Mechanical Engineering from Alfred University and his M.S. in Engineering Management from Syracuse University. He also holds a Certificate of Executive Leadership from Cornell University. 


¿Great seminar to attend! Helps engineers understand and work well with the program management office.¿

Shirley Mayen

Engineering Project Lead

B/E Aerospace

"It was good to see how other domestic automotive suppliers manage their projects."

Lee Journey

Project Manager

Honda of America Manufacturing, Inc.

"You leave with the satisfaction of learning/reinforcing new tasks and methods that can be used at the office immediately."

Richard Fanco

Engineering Program Manager

AM General Corporation

"Angelo is a very knowledgeable instructor and willing to share the lessons learned. It is an excellent class."

Raj Nagarajan

Engineering Project Team Leader

Caterpillar Inc.


Fees: $1499 SAE Members: $1349


CEU 1.3