I worked at Panasonic innovation center for two and half years as a solution engineer. we have a dedicated team of program managers and focused project manager. Our C-levels and upper management will set the strategies and tactics for the yearly goal. As a solution company, we change our focus as the market need. Also, as a solution center, we used to work on new technologies that have not been launched to the market yet. Here when a good project management plays a big role in a successful management to eliminate risks as much as they can.

the system that my company used is salesforce, A cloud-based project management, and collaboration platform. Also, they had what they called it 8 DB, which is 8 decision point before they accept any new project each of them based on different analysis and feedback from upper management and engineer which my role come to play at this point

As an Engineer, I didn't involve in Project management in depth. But I believe that each one is a project manager on the project he works on it. You have to make sure to manage it in a timely manner and deliver your parts on time. At the end, your individual tasks will affect the entire project.

I currently work at LabCorp in Raritan, NJ in their forensic toxicology department. Other than being part of daily production goals to perform sample testing, sample validation, and certifying, I am usually part of a project to bring in new drug tests for “screening section” of the toxicology department and add it to the testing panel. These tests are eventually offered to the clients for sample testing. I am also part of instrument validations for NLCP inspections.
We mostly relied on emails or progress meetings as a mode of communication. I personally believe it was the most effective way to get the project done. However, there was no other way to continuously monitor the progress until the next meeting. Unfortunately, if the meeting was canceled, or the progress emails were not sent, the project would almost completely stop until further communication due to lack of any project management software integration. Since my department highly focuses on daily production goals, management does not put much emphasis on project management.
Progress is almost always overlooked as long as it meets the deadline. My role in almost all the projects was to actually perform the task rather than decision making or the planning. I was always part of the communication. However, my input would be data, and validation results that would be reviewed by QC personnel, and project managers. Since the project team is usually small, I believe the system that has been integrated works. However, if the scale of the project increases and more people are recruited for the project, the department will need a better system to manage the project.

I work on the Merger’s and Acquisitions team for my company and our main projects when it comes to purchasing an outside company is to integrate and remediate the company to our standards. Generally we use a gantt chart to track the closure of our main deliverables for the project itself but the major milestones within the project plan are captured in an integration and remediation quality plan. Other than that there are no other fancy software used in order to track these tasks to closure. During integration, we generally on board their outsourced suppliers for whatever the product portfolio we purchased onto our approved supplier list usually through audits. Additionally ensure FDA registration compliance of all the products, verify validations performed on different processes, and verify the supply chain is performed through the integration portion of an acquired company. On the remediation side, there is a bit more deep dive into the design side of the product portfolio, such updating prints, updating manufacturing processes, or even updating the product itself if need be through minor modifications.
Overall for being a big company, I would have expected a little bit more of a robust project management process. The biggest lack there seems to be is communication. Upper management seems to withhold crucial information from project managers that deal with the integration and remediation phases of the project which puts unneeded pressure upon the project team itself. On paper, there seems to be a lot of awareness however the chain of communication seems to get murky at times and can drastically shift the timeline. The project goals and objectives have been clearly been defined but in terms of updates or potential roadblocks, those issues were not properly communicated and causes a lot of back up and potential delays to product launch into the market which can affect the overall profit of the products.

I work in the medical equipment servicing industry where I provide general maintenance and repair on medical equipment that is used in hospitals. My company has its own medical device management software that is used to track and monitor work orders, logistical transfers, and purchasing. When working on a unit, it is mandatory to use this software to document whatever tasks I complete on that device. This software is also used by management to prioritize work orders and strategically assign technicians to certain projects as needed. Due to this management oversight of current and incoming work orders, my company succeeds in our version of project management. I am currently assigned to a recall remediation project where I am responsible for installing a modification on recalled infusion pumps to correct the issue. My manager communicates with the manufacturer to create and develop work instructions that are followed when providing the recall remediation. He then relays and updates any changes within this information to my team.

Refreshing this topic for the new class coming in.  See the first post in the thread here.

I work at Stryker currently where I mechanically evaluate the implants and instruments created by research and development as well as develop supporting documents based around testing itself. My company has a newly developed project management group that involves the project manager to oversee a team's development of a system. Their software is user dependent I believe. I don't interface with their systems during my day to day activities so I'm not positive if there is a specific program that is used between all the managers. 

Project Management is extremely important in my organization. There is a level of quality when creating any device interfacing and sustaining human tissue so there isn't a remediation when the device is brought to market. There is a heavy focus on following the certain reviews and phase advancements during development to ensure all areas of the trace matrix have been met. 

I have been fortunate enough to have many excellent project managers over see the teams I have been on. I work on multiple teams where the managers themselves are well organized and keep the project moving forward to prevent delays and take action when deliverables need to be met. 

I have not had much experience working in industry settings. But I think that I can share a brief experience I had at Brandix apparel solutions limited during a three-month internship. I and a colleague of mine were recruited from the University of Jaffna to work on coming up with an automated length measuring device to be used in Quality Assurance. The then used manual measurement method was time-consuming and prone to labor errors. We were directly managed by the innovation department head and had to provide weekly progress updates. No special management tool was used, we just self-managed ourselves. My colleague was good in design and manufacturing while I took the lead in programming. 

During an internship with an additive manufacturing company I held a project management role in a new small project. I worked with a modified version of the Agile PM technique in which we initially planned the expected chronology of the tasks within the project, and then maintained a running chart including details like deadlines, current status, any problems or delays, and who is responsible for the tasks. Updates on the status of the project were then discussed weekly with the project team. 

At the time I was in this position, the company was fairly new so the PM awareness was not extremely advanced. The goal of having a PM position with the modified Agile method seemed to be to work developing a PM system that was effective for the needs of the company. 

In addition to this, during my undergraduate Capstone senior design project, I acted as both PM and biomechanics lead for durations of the project. As PM, I learned how to effectively communicate with my team in order to finish tasks and documents on time. When I was not PM, I was able to observe other PM's and learn what tools and techniques they found effective. It was a learning experience for us all but the overall, the project seemed to be managed well as we were able to complete an effective prototype during the duration of the project.

The only long scale project that I have been a part of is my senior capstone project. Where project management was handled as a group effort due to the scale and complexity of the project. This was because it required consistent work on different sections that only needed one person working on them at a time.

My time in industry has mostly been with one software engineering that utilized Trello to organize timelines and assign work to employees. But due to the small scale of the company most discussions were on the spot in a Slack chat or from your desk.

Both of these experiences felt they utilized an optimal solution that worked in their specific case. With a 4-person capstone group discussion in a group chat works fine, but in a 50-person start-up you need to lay the foundation for larger scale management. In both of these scenarios there never seemed to be much timing or collaboration issues, but I could understand how with more employees project management could very quickly become a daunting task.

Although I am an undergraduate student and do not have any experience working in industry yet, I had my first real project management experience over the past year. One of my required biomedical engineering courses was to plan and execute a new biomedical device. The course was broken down into 2 semesters. The first semester was choosing a project and planning how to execute the project, and the second semester was for actually fabricating the project, whether that be using certain hardware or software to create your device. My group's project was called the "Soft Bio-Robot", a robot composed of only biomaterials, such as hydrogels and cardiac muscle cells. The goal for this project was to achieve autonomous motion, with the synchronously contracting cardiac muscle cells acting as a motor.

This project was very technical and required a lot of tedious lab work, but one of my main roles as project leader was determining the project schedule (Microsoft Project) for the entire course of the two semesters, creating weekly status report documents to review with the professor overseeing all of the projects for the course, and setting up weekly meetings with our group's project advisor. I found the management side of the project to be even more challenging than the technical part as there are many different factors to worry about at one time, and any part of the project could go wrong at any time. I had to make sure everyone on the team was on the same page at all times and that our project was addressing the needs of our advisor. This became even more difficult as COVID-19 struck halfway through the first semester. All project meetings had to be done virtually for several months, and our original project plan had to eventually be modified due to COVID-19 lab restrictions. Despite these unforeseeable setbacks, the course was extremely rewarding as it was the closest thing to real life industry work that I've experienced so far.

About a year ago I was given a position at the healthcare company The New Jersey Innovation Institute. They are a small company that was hosted by NJIT. As a Project Assistant, I was asked to work under different Project Coordinators and be of help to them in any way possible. As time went on, I started getting more work on various projects until I was the lead on one of our newer government supported projects. We funded profit and non-profit healthcare companies as we help convert them to using updated software or a completely new electronic health record (EHR) systems. The main goal was to help digitalize their health records and carry them over to the New Jersey Health Information Network (NJHIN). This will allow all government entities to streamline information on every patient to keep track of their current health needs. 

The project management software we used was Salesforce. This helped keep track of every entity we were in contact with and their progress throughout the program. It was a well put together software for tracking information and helped the company also keep track of payments.

Overall I felt like the project was managed quite well. The only problem was the lack of support from others. As in the team working on this project should have been bigger. Most of the time I worked on this project was during COVID, so I believe that was why there were so many hurdles.

Most of my project management experience has been from an administrative standpoint. In a sense, I function as the right-hand man for many people who lead projects and programs, but I wouldn’t consider myself directly involved. I handle many of the daily functions of a project, so I reconcile project budgets, organize meetings, organize international travel for stakeholders, ensure deadlines are being met, and make sure policies are being upheld. My official title is a Lead Administrator. I work at a medical center and assist clinical, administration, research, and academic faculty members within my department. There have been a few projects that I have “lead, “but most of them were related to making things more efficient in our division from an administration perspective. The few projects that I did lead ran relatively smoothly; they were not too complicated and well within my team's skill set. I hope to move into project management for a biotechnology company in the near future.

My project management expertise has been from a  different background other than from a biomedical field. I had done my internship in a reputed electrical powerplant and have had the oppurtunity to work closely with the lead project manager of the plant. He had been assigned to set up meetings, look into the daily working of the all the instruments and also review the final reports of the plant. The management of a plant with over 1800 workers was a very daunting task especially with the lead managers being only 28. Their job was mostly administrative and they had to look into the  well being of the machines and the power output. I was shadowing the lead personnel into his daily routines and joining the meetings as well as the how the machines worked and also the daily output of the electrical plant.