Product engineering is the process of designing, developing, testing and deploying a product for sale. It involves innovating the initial product concept, designing hardware and software components, and transitioning the product to volume manufacturing. Product engineering considers issues like cost, quality, performance and user experience throughout the product lifecycle from concept to deployment. The goal is to create an attractive product that contributes value to the business.

1. PRODUCTION
ENGINEERING

2. PRODUCT ENGINEERING REFER TO THE PROCESS OF DESIGNING AND
DEVELOPING A DEVICE, ASSEMBLY, OR SYSTEM SUCH THAT IT BE PRODUCED AS
AN ITEM FOR SALE THROUGH SOME PRODUCT MANUFACTURING PROCESS.
PRODUCT ENGINEERING USUALLY ENTAILS ACTIVITY DEALING WITH ISSUES OF
COST, PRODUCIBILITY, QUALITY, PERFORMANCE, RELIABILITY, SERVICEABILITY,
INTENDED LIFESPAN AND USER FEATURES. THESE PRODUCT CHARACTERISTICS
ARE GENERALLY ALL SOUGHT IN THE ATTEMPT TO MAKE THE RESULTING
PRODUCT ATTRACTIVE TO ITS INTENDED MARKET AND A SUCCESSFUL
CONTRIBUTOR TO THE BUSINESS OF THE ORGANIZATION THAT INTENDS TO
OFFER THE PRODUCT TO THAT MARKET. IT INCLUDES DESIGN, DEVELOPMENT
AND TRANSITIONING TO MANUFACTURING OF THE PRODUCT. THE TERM
ENCOMPASSES DEVELOPING THE CONCEPT OF THE PRODUCT AND THE DESIGN
AND DEVELOPMENT OF ITS HARDWARE AND SOFTWARE COMPONENTS. AFTER
THE INITIAL DESIGN AND DEVELOPMENT IS DONE, TRANSITIONING THE PRODUCT
TO MANUFACTURE IT IN VOLUMES IS CONSIDERED PART OF PRODUCT
ENGINEERING.[

3. PRODUCT ENGINEERING IS THE PROCESS OF INNOVATING,
DESIGNING, DEVELOPING, TESTING AND DEPLOYING A
SOFTWARE PRODUCT. THE ADVENT OF WEB 2.0
TECHNOLOGIES AND UTILITY BASED SOFTWARE DELIVERY
THROUGH SOFTWARE AS A SERVICE (SAAS) HAS LED TO
THE PROCESS OF GRADUAL TRANSFORMATION OF CLIENT
ENABLING ENGINEERING SERVICES FROM TRADITIONAL
SOFTWARE ENGINEERING TO PRODUCT ENGINEERING.
PRODUCT ENGINEERING TAKES CARE OF THE ENTIRE
PRODUCT LIFE CYCLE FROM THE INNOVATION PHASE,
STARTING FROM THE IDEA BEING CONCEIVED TO THE
DEPLOYMENT AND USER ACCEPTANCE TESTING PHASE.

4. PRODUCT IDEATION
PRODUCT ARCHITECTURE
PRODUCT DESIGN
PRODUCT TESTING
PRODUCT MIGRATION AND PORTING
TECHNICAL SUPPORT
SUSTAINING ENGINEERING
PROFESSIONAL SERVICES
THE VARIOUS PHASES OF PRODUCT
ENGINEERING ARE:

5. USAGE OF THE STANDARD TIME
STAFFING (OR WORKFORCE PLANNING): THE NUMBER OF WORKERS REQUIRED CANNOT
ACCURATELY BE DETERMINED UNLESS THE TIME REQUIRED TO PROCESS THE EXISTING WORK IS
KNOWN.
LINE BALANCING (OR PRODUCTION LEVELING): THE CORRECT NUMBER OF WORKSTATIONS FOR
OPTIMUM WORK FLOW DEPENDS ON THE PROCESSING TIME, OR STANDARD, AT EACH
WORKSTATION.
MATERIALS REQUIREMENT PLANNING (MRP): MRP SYSTEMS CANNOT OPERATE PROPERLY
WITHOUT ACCURATE WORK STANDARDS.
SYSTEM SIMULATION: SIMULATION MODELS CANNOT ACCURATELY SIMULATE OPERATION
UNLESS TIMES FOR ALL OPERATIONS ARE KNOWN.
WAGE PAYMENT: COMPARING EXPECTED PERFORMANCE WITH ACTUAL PERFORMANCE
REQUIRES THE USE OF WORK STANDARDS.
COST ACCOUNTING: WORK STANDARDS ARE NECESSARY FOR DETERMINING NOT ONLY THE
LABOR COMPONENT OF COSTS, BUT ALSO THE CORRECT ALLOCATION OF PRODUCTION COSTS
TO SPECIFIC PRODUCTS.
EMPLOYEE EVALUATION: IN ORDER TO ASSESS WHETHER INDIVIDUAL EMPLOYEES ARE
PERFORMING AS WELL AS THEY SHOULD, A PERFORMANCE STANDARD IS NECESSARY AGAINST
WHICH TO MEASURE THE LEVEL OF PERFORMANCE.

6. ADMINISTRATION OF INCENTIVE SCHEMES
INCENTIVE MANAGEMENT IS THE PRACTICE OF OFFERING INCENTIVES LIKE PAY,
EXTRA TIME OFF, OR A GIFT TO EMPLOYEES THAT MEET CERTAIN BENCHMARKS OR
PERFORM SPECIFIC BEHAVIORS. A CLASSIC EXAMPLE OF AN INCENTIVE PROGRAM IS
A SYSTEM WHERE A SALES REP GETS EXTRA PAY FOR CLOSING A CERTAIN NUMBER
OF DEALS IN A QUARTER. BUSINESSES START INCENTIVE PROGRAMS TO ENCOURAGE
AND REINFORCE THE BEHAVIORS THEY WANT FROM THEIR EMPLOYEES.
BUT, INCENTIVE MANAGEMENT ISN’T LIMITED TO ONE-TIME CASH BONUSES FOR
SALES REPS. REGARDLESS OF DEPARTMENT, YOU CAN PROMOTE INCENTIVES LIKE
AN L&D INCENTIVE PROGRAM WITH TUITION REIMBURSEMENT, REWARDS FOR
EDUCATIONAL EVENT PARTICIPATION, OR BONUSES FOR HIGH SCORES ON
CUSTOMER SURVEYS. SOME BUSINESS-WIDE EXAMPLES ARE PROFIT-SHARING
PROGRAMS THAT CONTRIBUTE TO THE EMPLOYEE’S RETIREMENT AND
PERFORMANCE RECOGNITION/REWARD PROGRAMS THAT DELIVER ONGOING
BONUSES.

7. PROVIDING EXPERTISE IN A SPECIFIC MARKET
IDENTIFYING PROBLEMS
SUPPLEMENTING EXISTING STAFF
INITIATING CHANGE
PROVIDING OBJECTIVITY
TEACHING AND TRAINING EMPLOYEES
DOING THE “DIRTY WORK,” SUCH AS LAYING OFF STAFF
REVIVING AN ORGANIZATION
CREATING A NEW BUSINESS
INFLUENCING OTHER PEOPLE, SUCH AS LOBBYISTS
THERE ARE SEVERAL REASONS BUSINESS OWNERS SHOULD CONSIDER HIRING
CONSULTANTS. CONSULTANTS OFFER A WIDE RANGE OF SERVICES, INCLUDING
THE FOLLOWING:
providing consultancy services for all departments in
company

8. CONSULTANTS ARE PROFESSIONALS WHO HAVE SPENT
MANY YEARS IN THEIR RESPECTIVE FIELDS AND CAN
PROVIDE EXPERT RECOMMENDATIONS TO ORGANISATIONS
ON HOW TO PERFORM MORE EFFECTIVELY. FROM STRATEGY
CONSULTING TO LEGAL CONSULTING, THERE ARE MANY
TYPES OF CONSULTANCY SERVICES. LEARNING ABOUT
DIFFERENT TYPES OF CONSULTANCY SERVICES CAN HELP
YOU FIND VARIED FIELDS WHEREIN YOU CAN APPLY YOUR
EXPERTISE AND THROUGH WHICH YOU CAN ENHANCE YOUR
SKILLS. IN THIS ARTICLE, WE EXPLORE THE DIFFERENT
CONSULTANCY SERVICES TYPES AND DISCOVER WHAT ARE
THE BENEFITS OF PURSUING THIS CAREER OPPORTUNITY.

9. CONSULTANCY SERVICES TYPES
DIFFERENT CONSULTANCY SERVICES TYPES CAN INCLUDE A RANGE OF SECTORS
WHERE PROFESSIONALS MAY WORK, BE IT SALES OR SERVICES. HERE IS A LIST OF
SOME POPULAR AREAS OF EXPERTISE THAT CONSULTANTS MAY SPECIALISE IN,
ALONG WITH SOME EXAMPLES OF THEIR RESPONSIBILITIES:
STRATEGY CONSULTING
STRATEGY CONSULTING IS ONE OF THE MOST IMPORTANT TYPES OF BUSINESS
CONSULTANCY. THE ROLE OF A STRATEGIC CONSULTANT MAINLY INVOLVES
PROVIDING ADVICE TO UPPER-LEVEL EXECUTIVES AND MANAGERS ON MATTERS
RELATED TO THE FORMATION OF EFFECTIVE PLANS AND STRATEGIES THAT CAN
HELP A BUSINESS FOLLOW A MORE PRODUCTIVE DIRECTION. THIS CONSULTING
APPROACH MAY START WITH IDENTIFYING THE PROBLEMS A BUSINESS FACES AND
PROVIDING EFFECTIVE SOLUTIONS THROUGH RESEARCH AND ANALYSES. HERE ARE
SOME EXAMPLES OF A STRATEGY CONSULTANT'S RESPONSIBILITIES:

10. MANAGE AND CONTROL BUDGETS BY MONITORING ALLOCATED, COMMITTED AND SPENT
FUNDS
CREATE IN-DEPTH FINANCIAL REPORTS TO DETERMINE EXPENSES ACROSS TEAMS OR
COMPANY'S OFFICES
PREPARE PERIOD-WISE PERFORMANCE REPORTS BY ANALYSING DATA TRENDS ACROSS
KEY VARIABLES
DEVELOP COMPOSITE FINANCIAL MODELS TO MAKE SURE THE COMPANY ACHIEVES
PERFORMANCE TARGETS
LIAISE WITH INTERNAL AUDITORS AND COMPLIANCE TEAM TO ENSURE THE
ORGANISATION CONDUCTS TIMELY AUDITING
FINANCIAL CONSULTING
FINANCIAL CONSULTING HELPS A BUSINESS PROTECT AND MAXIMISE ITS PROFITABILITY.
COMPANIES USUALLY HIRE FINANCIAL CONSULTANTS TO HELP ALIGN THEIR BUDGETS WITH
THEIR SHORT-TERM AND LONG-TERM GOALS. THE ROLE OF A FINANCIAL CONSULTANT IS TO
OVERSEE A COMPANY'S PORTFOLIO AND ESTABLISH VARIOUS STRATEGIES THAT CAN
INCLUDE INVESTMENTS, TAXES AND INSURANCES. THEY ARE ALSO IN CHARGE OF
INCREASING PROFIT MARGINS AND MANAGING COSTS OF VARIED ACQUISITIONS. HERE ARE A
FEW EXAMPLES OF A FINANCIAL CONSULTANT'S RESPONSIBILITIES:

11. INFORMATION TECHNOLOGY CONSULTING
COMPANIES MAY HIRE TECHNOLOGY CONSULTANTS TO EVALUATE THE PRODUCTIVITY
OF THEIR SOFTWARE AND TECHNOLOGY. BESIDES SOFTWARE MANAGEMENT AND
IMPLEMENTATION, THEY CAN SPECIALISE IN AN AREA LIKE CYBERSECURITY WHERE THEY
SECURE THE SYSTEMS AND NETWORK OF A COMPANY TO PREVENT A BREACH IN
SECURITY. INFORMATION TECHNOLOGY CONSULTANTS CAN ALSO BE RESPONSIBLE FOR
BUILDING COMPLEX INTERNET-BASED SYSTEMS FOR AN ORGANISATION TO PROMOTE
ITS PRODUCTIVITY. HERE IS A LIST OF SOME EXAMPLES OF A TECHNOLOGY
CONSULTANT'S RESPONSIBILITIES:
PROVIDE GUIDANCE ON PROJECT MANAGEMENT SOFTWARE, TOOLS AND TECHNIQUES
DEVELOP AN INTERNAL CHARTER WITH TECHNICAL DOCUMENTATION, MANUALS AND IT
POLICIES
IMPLEMENT EFFICIENT TECHNOLOGIES IN STORAGE AND SOFTWARE DEVELOPMENT
DEBUG AND OPTIMISE CODE AND AUTOMATE ROUTINE TASKS SUCH AS DATABASE
MANAGEMENT
SUPPORT CLOUD INFRASTRUCTURE INITIATIVES THAT ALIGN WITH THE COMPANY'S
GOALS

12. REVIEW, ANALYSE AND ADVISE ON MEMORANDUMS OF UNDERSTANDING AND CONTRACTS
PROVIDE INFORMATION ON LEGAL IMPLICATIONS AND HANDLE THE RIGHTS TO
INFORMATION MATTERS
ASSESS THE PROGRESS OF OUTSTANDING LITIGATIONS ALONGSIDE LIAISING WITH
EXTERNAL LAWYERS
NEGOTIATE ACQUISITIONS AND AGREEMENTS LIKE SYNDICATION, SERVICES AND
DISTRIBUTION
RESOLVE AND ESTABLISH CLEAR COPYRIGHT, TRADEMARK, PRIVACY AND LICENSING
POLICIES
LEGAL CONSULTING
LEGAL CONSULTING MAY REQUIRE A SOUND KNOWLEDGE OF BUSINESS LAW AND HOW TO
HANDLE BUSINESS ISSUES LEGALLY. ORGANISATIONS USUALLY HIRE LEGAL CONSULTANTS TO
SEEK ADVICE ON LEGAL DISPUTES ALONGSIDE FORMING INTERNAL POLICIES THAT CAN HELP
THEM AVOID LEGAL ACTIONS AGAINST THEM. LEGAL CONSULTANTS ARE PROFESSIONALS WHO
CAN ALSO HELP THE ORGANISATION TO COMPLY WITH LEGAL AND GOVERNMENT
REGULATIONS. ADDITIONALLY, THESE CONSULTANTS CAN HELP PROVIDE OUTCOMES IN THE
FAVOUR OF THE ORGANISATION THAT FACES CRIMINAL OR CIVIL LITIGATION. HERE ARE A FEW
EXAMPLES OF A LEGAL CONSULTANT'S RESPONSIBILITIES:

13. IDEATE AND IMPLEMENT CONTENT STRATEGIES AND ANALYSE THEIR EFFICACY ON A
REGULAR BASIS
MANAGE IMPLEMENTATION AND OPTIMISATION OF CAMPAIGN ACTIVITIES TO IMPROVE
SALES
RESEARCH AND DEVELOP SEARCH ENGINE OPTIMISATION OR SEO CONTENT FOR
INCREASED REACH
LIAISE WITH MARKETING, SALES AND CUSTOMER TEAMS TO DEVELOP BRAND CONSISTENCY
STAY UPDATED ON NEW TECHNOLOGIES AND SOCIAL MEDIA TRENDS TO DESIGN NOVEL
CAMPAIGNS
SOCIAL MEDIA CONSULTING
SEVERAL BRANDS TRY TO ENHANCE THEIR REACH TO CUSTOMERS USING SOCIAL MEDIA
PLATFORMS AND SOCIAL NETWORKING PORTALS. TO DEVELOP A PROFITABLE SOCIAL MEDIA
STRATEGY, THESE BRANDS MAY HIRE SOCIAL MEDIA CONSULTANTS WHO PROVIDE GUIDANCE
TO ENSURE THAT THE BUSINESS IS EFFECTIVELY UTILISING SOCIAL MEDIA CHANNELS TO REACH
ITS TARGET AUDIENCE. PROFESSIONALS IN THIS FIELD MAY KEEP THEMSELVES UPDATED ON
THE LATEST TRENDS AND STRATEGIES FOR EACH SOCIAL MEDIA PLATFORM. HERE ARE SOME
EXAMPLES OF A SOCIAL MEDIA CONSULTANT'S RESPONSIBILITIES:

14. ASSESS AND IMPROVE SALES PERFORMANCE ALONGSIDE ACHIEVING ANNUAL REVENUE
TARGETS
COLLABORATE WITH MARKETING TEAMS TO UNDERSTAND THE COMPANY'S PRODUCTS
AND SERVICES
ENHANCE THE SALES OF THE COMPANY AND DEVELOP A SCALABLE SALES PROCESS
ESTABLISH CLIENT RELATIONSHIPS THROUGH COMMUNICATION, MEETINGS AND
DISCUSSIONS
DEVELOP CUSTOMER-ORIENTED PRESENTATIONS AND DEMONSTRATIONS ON PRODUCT
PORTFOLIO
SALES CONSULTING
SALES CONSULTANTS ARE EXPERTS IN DEVELOPING INTERPERSONAL RELATIONSHIPS AND
CONDUCTING NEGOTIATIONS. WITH THESE QUALITIES, THEY CAN HELP INCREASE A
COMPANY'S REVENUE. THEY MAY EVALUATE THE SALES PROCESS FROM THE PERSPECTIVE
OF THE CUSTOMER AND ALSO DEVELOP STRATEGIES FOR INCENTIVISING THE SALES TEAM.
SALES CONSULTANTS CAN ALSO WORK IN TANDEM WITH MARKETING TEAMS TO MAKE
SALES CHANNELS PROFITABLE. COMPANIES MAY HIRE SALES CONSULTANTS WHO HAVE
PROVEN SALES RECORDS AND EXTENSIVE EXPERIENCE IN THIS INDUSTRY. HERE ARE SOME
EXAMPLES OF THEIR RESPONSIBILITIES:

15. PUBLIC RELATIONS CONSULTING
COMPANIES MAY HIRE PUBLIC RELATIONS CONSULTANTS TO ENHANCE A BRAND'S
PUBLIC IMAGE IN THE MARKET. THEIR EXPERTISE IN THE FIELD CAN HELP PEOPLE
VIEW A COMPANY'S OWNERS, EMPLOYEES AND PRODUCTS OR SERVICES POSITIVELY.
THEY MAY BE RESPONSIBLE FOR WRITING PRESS RELEASES, BUILDING CAMPAIGNS
AND CONDUCTING SURVEYS. PUBLIC RELATIONS CONSULTANTS MAY COMMUNICATE
TO THE PUBLIC BUSINESS INFORMATION THAT CAN INCLUDE POLICIES, VISIONS AND
PRODUCT ANNOUNCEMENTS.
OPERATIONS CONSULTING
COMPANIES MAY HIRE OPERATIONS CONSULTANTS WHEN THEY REQUIRE
STREAMLINING OPERATIONS OR IMPROVING THEIR OPERATIONAL PERFORMANCE.
THESE PROFESSIONALS MAY UTILISE RESEARCH AND DATA TO ADDRESS VARIOUS
ISSUES, SUCH AS INCREASED COMPANY PRODUCTIVITY, IMPROVED EFFICIENCY OR
REDUCED SPENDING. THESE CONSULTANTS USUALLY HAVE A STRONG
BACKGROUND IN BUSINESS, FINANCE OR ECONOMICS. THEY OFTEN LEAD PROJECT
MANAGEMENT TO DELIVER INVENTIVE SOLUTIONS TO COMPLEX CHALLENGES.