Project managementIn part three of his series on product management, Donald McNaughton focuses on how to ensure that the projects in the project portfolio remain on scope, on schedule, and on budget. The first core process of product management, portfolio management, was described in part two as a systematic process that manages the products of a business through their lifecycle, guided by the strategic intent and profit objectives of the business.

Porfolio managementPart two of Donald McNaughton's series on product management focuses on the role of portfolio management in managing existing products as well as selecting and managing products for the product portfolio. The first article of this series defined product management as the role within a business that has the responsibility for managing the product portfolio. It also outlined the three core processes of portfolio management, project management, and resource management,┬áas well as the thirteen enabling steps and roles of the process.

An integrated processPart one of a four-part series on product management by Donald McNaughton focuses on the importance of an integrated product management process and its role in driving improved business performance. Product management is a role within a business that has the responsibility for managing the portfolio of products that the business offers.

The┬á proven pathIntegrated business management means managing all of the business resources via the sales and operations planning process. The final part of John SchorrÔÇÖs series of six articles deals with the management business review. The management business review (MBR) is the final step in the sales and operations planning (S&OP) process. . . Each senior manager should receive an S&OP information packet at least twenty-four hours before the scheduled meeting.

The language of managementIntegrated business management means managing all of the business resources via the sales and operations planning process. Part five of John Schorr's series of six articles reaches the integrated reconciliation review. Sales and operations planning (S&OP) is an integrated business management process through which the executive/leadership team continually achieves focus . . .  . . . alignment, and synchronization among all of the functions of the organization.

Balancing demands in a variety of product and industry segments and managing double-digit growth are challenges confronting Tremco Global Sealants, as president Randy Korach explains to Ruari McCallion. When observing the classic image of a swan gliding serenely across a smooth lake, everyone knows that its casual beauty above the water is maintained by strenuous activity below.

The supply review Integrated business management is a means of managing all of the business resources via the sales and operations planning (S&OP) process. In part four of a six part series, John Schorr describes the supply review process which determines the supply capability to meet the demand. This series of articles has already addressed the first two steps of the S&OP process, the product development and the demand review meetings.

Smith-Midland Corp. started with a single innovative idea and now manufactures, sells and licenses its precast concrete products around the world, with a licensing model that leverages global partnerships, as Keith Regan learns from president and CEO Rodney Smith. Smith-Midland Corp. got its start by creating an innovative solution to a vexing problem for ranchers and farmers: how to keep livestock from wandering off the property without having to open and shut a gate all day.

The demand reviewIntegrated business management means managing all the business resources via the sales and operations planning process.

Product developmentIn the second of a series of six articles on integrated business management, John Schorr explains the importance of including product development in the sales and operations planning process. In the first article of this series on sales and operations planning (S&OP), we defined S&OP as an integrated business management process through which the executive/leadership team continually achieves focus, alignment, and synchronization among all the functions of the organization.