of lean operations, manufacturing, and process development.
to design and model for fast feedback and idea sharing.
with open architectures, modular designs, and lean platform principles that take an economic view of development and production systems.
to validate functions and verify performance through development-operations pipeline evolution and cross-functional teams.
how real-world constraints and agile techniques can simplify portfolio management and decision science methods.
through strategic planning, portfolio optimization, agile project management and value stream management.
Module 1: Taylorism and the System of Scientific Management
Module 2: Fordism and Mass Production
Module 3: Fundamentals of Operations Management
Module 4: Toyota Production System
Module 5: Theory of Constraints and the Goal
Module 6: Core-Context Deployment
Module 7: Value Stream Identification and Mapping
Module 8: Engineering Paradigms, MBSE, Coupling, and Open Set Innovation
Module 9: Leading Product Development with Modern Leadership
Module 10: Building, Motivating, and Managing Conflict with the Team
Module 11: Product Evangelism and Communicating with Data Across the Enterprise
Module 12: Disccovering and Delivering Products at Scale with Program Leadership, Vision, Strategy, and Roadmapping
Michael O'Conner
Managing Product Development and Operations
As the Senior Research Program Director in Program Management for Medtronic, the work that UMD alumni Michael O’Connor does on a daily basis makes positive impacts on the health and wellbeing of people all over the world. Medtronic is a global healthcare solutions company committed to improving the lives of people through medical technologies, services, and solutions. Michael works in their operational headquarters located in Minneapolis, Minnesota.
While O’Connor has worked at Medtronic for over 20 years, his academic background is unique. After first pursuing two years of engineering, O’Connor earned his bachelor’s degree in business, while at the same time also attending a vocational school which allowed him to acquire hands-on engineering experience. He went on to earn a Master of Science (M.S) in technology management from the University of St. Thomas engineering school, a second M.S. in project management from the University of Wisconsin-Platteville, an MBA from the University of Phoenix, and a Doctorate in Project Management from the University of Maryland’s Project Management Center of Excellence.
O'Connor is a member of the Project Management Institute (PMI) Global Executive Council.
Term I
Becoming a Product Manager
Term II
Customer and Product Discovery
Term III
Product Delivery
Term IV
Gaining Traction & Influence
Term V
Managing Products at Scale
