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We engineer your program and run it: design, partners, builds and tests.
Send your program data. Get a free roadmap. NDAs are available.
Most engineering programs fail in the gaps, not in the analysis. The design firm hands off to the fabricator, the fabricator hands off to the test lab, and each one runs its own schedule. When a test fails, nobody owns the fix. A NASA study found that an error fixed during integration and test costs 21 to 78 times more than one fixed during requirements. Our engineering project management closes those gaps: the team that designs your part runs the program, so problems surface early and get fixed by the people who know the design.
NASA, "Error Cost Escalation Through the Project Life Cycle," 2004.
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Engineering program behind schedule, with each vendor reporting a different date
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Test failures turn into finger-pointing instead of fixes
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Your engineers spend more time coordinating than engineering
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Design changes reach the shop after parts are already cut
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No one can tell you what the program will cost to finish
A project manager hired to chase vendors
Passed down the chain by email
Each vendor defends its part
Made on status reports
The engineering team that designs it
Made in the model, checked, released to partners
PPS reads the failure and redesigns
Made at gates, on data you approve
Public benchmark
Precedent
NASA, 2004. Fixing an error during integration and test cost 21 to 78 times more than fixing it during requirements. In operations, the multiple ran from 29 to more than 1,500.
Mechanism
Every handoff between vendors delays the moment a problem is found. One loop moves discovery to the cheapest point.
Talent
PPS runs design, simulation, DFMA, partner builds and testing as one team, and you approve the data at each gate.
Your path
The public record shows what the method can do. What it does for your program depends on your constraint, and the assessment tells you.
Lever
Decision it lets you make
Result
Ownership
No one owns the whole program
Decision
One team owns the design and the schedule
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Result
Fewer handoffs and faster fixes. Product development services →
Gates
Decisions made on status reports
Decision
Gate reviews on data you approve
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Result
Decisions rest on evidence, not status reports. FEA services →
Partners
Builds made to old drawings
Decision
Partners managed inside the loop
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Result
Builds and tests always track the latest design. Prototype development →
Risk
Surprises found at tooling
Decision
Risks tested early, on purpose
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Result
Unknowns removed before tooling and production. HALT reliability testing →
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One roadmap, one schedule and one team accountable for your program, from design to the start of production.
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Gate reviews with the data behind every decision
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IP that is yours by default, set in the contract
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Engineering support after delivery (Gold / Platinum / Diamond)
You send
What we need to start
requirements, current design data, schedule and budget targets, and who builds and tests for you today.
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You get
What you hold at the end
Program roadmap and gate plan
One schedule across design, partner builds and testing
Gate reviews with the data behind every decision
Design package: CAD, drawings, BOM, and PE-stamped calculations where required
Test results, failure analysis and the redesigns that closed them
IP that is yours by default, set in the contract
Engineering support after delivery (Gold / Platinum / Diamond)
We price to the value we deliver, not the hours we log. If the value isn't there for you, we'll say so in the assessment.
Bring your own manufacturer or lab, or work with our partner network.
We review your project scope, your design data and who builds and tests today. This is where we agree how far PPS takes the program and who builds it.
One plan with gates, owners and the data each gate needs.
Design, simulation and DFMA in one loop, with partner builds and tests scheduled against each release.
The released design package, test results and gate records.
Engineering support after delivery through your Gold, Platinum or Diamond plan.
Run aerospace and defense programs as one loop, from design through qualification testing and release.
Primes and Tier suppliers
See Aerospace ProgramsKeep hull, propulsion and deck equipment programs on one schedule, from design to class approval tests.
Shipyards and marine OEMs
See Marine ProgramsManage crusher, conveyor and screen programs as one loop, with wear and fatigue tests built into the plan.
Mining machinery OEMs
See Mining ProgramsCoordinate reactor, vessel and skid programs across your OEM, our partners and the data your GMP file needs.
Process equipment OEMs
See Pharma ProgramsCustom machines and production equipment, designed by PPS and built through our managed partner network.
Machines built to spec
See Machine DesignWe design the prototype, manage the build through partner shops, and test it before you commit to tooling.
Design, build and test
See Prototype DesignPrototyping, HALT, R&D, reverse engineering, and more. See every problem our engineering team solves.
Find your problem here.
Solutions
Prototyping
HALT
R&D
FEA, CFD, CAD, DFMA, and testing under one roof. Engineering is a team sport, and you get the whole team.
One team, every skill.
Under One Roof
FEA
CFD
CAD
DFMA
Testing
Veteran-owned SDVOSB status gives defense and federal buyers a set-aside path to proven engineering.
Verify our SDVOSB status.
Credentials
SDVOSB
VOSB
CAGE 8ZK73
NAICS 541330
Missed something in our QC? We fix it. Supplier can't make the part within three years? We fix that too.
Support for the long run.
We Fix
Our QC Misses
Supplier Gaps
Supply Chain
We price to the value we deliver, not hours logged. You buy a design that works, not more iterations.
Pay for the result only.
Collections
Gold
Platinum
Diamond
What does engineering project management include at PPS?
Engineering project management at PPS covers the whole program we engineer: design, simulation, partner builds, testing and release. Most firms split those jobs across vendors and add a project manager to chase them. That setup leaves your engineers coordinating instead of engineering the product.
Each handoff delays the moment a problem is found, and late problems are the expensive ones. A NASA study found that errors fixed during integration and test cost 21 to 78 times more than errors fixed in requirements. A schedule built across five vendors hides that risk until a test fails and every vendor defends its part.
We run your program as one loop. The engineers who design the part set the schedule, manage our partner shops and labs, and read every test result. You approve the data at each gate, so decisions rest on evidence, not status reports. You get one roadmap, one schedule and one team accountable for the fix. The free assessment shows what that plan looks like for your program and budget.
We already have a design. Can PPS take over the program?
Yes. Programs often change hands with a design already started, after a vendor change or a failed test. Engineering project management only works when one team owns the engineering, so taking over your program starts with taking ownership of the design itself, through a structured review.
Managing a design no one on the team understands is how programs drift. Schedules slip while people argue over whose assumption was wrong, and the next test fails for the same reason. The Department of Defense's IPPD Handbook organizes programs around integrated product teams that bring design, manufacturing and test together from the start of a program.
We start with a free assessment of your project scope. You send your design data, test results and schedule. Then we review the design against your requirements, re-engineer what needs it, and document what we keep. From there, PPS owns the engineering and runs the program as one loop, through your manufacturer and lab or through our partner network. The IP is yours by default, and the contract spells out the details.
Can PPS work with our manufacturer or test lab?
Yes. Engineering project management at PPS works with the manufacturers and labs you already trust, or with our partner network. Many programs use both. What matters is that one engineering team coordinates them, so the builder and the lab always work from the latest released design and data.
When every vendor reports to you separately, you become the integrator. Design changes travel by email, parts get cut to old drawings, and test results arrive without anyone tasked to act on them. The Department of Defense's IPPD Handbook organizes programs around integrated product teams for this reason, with design, manufacturing and test under one shared plan.
PPS manages your builders and test labs inside one engineering loop. We release the design, track every build and test, read the results and make the fix ourselves. Data and NDAs are set up between all parties at the start. You decide how far we take the design, up to the start of production. The IP is yours by default, as set in your contract.
What do you need from us to start?
To start a project with our engineering project management, send what you have, in any format. That usually means your design data, requirements, and targets, and who builds and tests for you today. Missing data is the most common reason engineering projects stall, because a model built on guessed inputs gives a guessed answer. That is why we don't start the work until every data set is in.
Once it is, the first step is a free assessment of your project scope. We confirm what the work can and can't answer, and tell you what is still missing. Then we send a roadmap proposal with scope, targets, and approval gates. Every project is scoped on its own, so the roadmap sets the schedule, not a stock promise. NDAs are available before you share any files. For gaps in material data, NIST material measurement data is a good first stop.
Who owns the design and the models?
You own the design, the drawings, and the models from your engineering project management project at delivery. Some firms keep the models, or license them back to you, so every later change sends you back to them. That locks your product to one vendor and makes design reviews harder, because your team can't open the evidence behind the decisions. At PPS, the IP transfers with the solution. Nothing is held back to tie you to us. You receive the native CAD, the drawings, the simulation model files, and the documented results. Your engineers can then check the work, rerun a load case, or hand the package to a supplier or customer.
We sign mutual NDAs before any of your data is shared, and your files stay in our controlled project folders while we work. If your program has export-control or customer data rules, tell us at the start and we will set up the data handling to match them. For defense programs, the State Department ITAR guidance sets the rules we follow.
What happens if a prototype fails in test?
If a prototype fails in test, we find out why and fix the design. Hard engineering carries unknowns on any project: real loads, material lots, and assembly effects never match a model perfectly. With engineering project management from PPS, you approve the data at each gate. A test result is then checked against predictions you have already seen, not a black box. A failure in test is data. It shows which assumption was wrong: a load, a material property, or a boundary condition. That data improves the model and the design.
When testing is in scope, we plan the test to confirm the margins that matter most. Then we correlate the model to the results, following ASME verification and validation practice. If the miss was ours, because something slipped through our QC review, we fix it. If the test uncovers a condition nobody knew about, we scope the change with you and update the roadmap. Either way, you get a clear answer and a path to a design that holds.
How are engineering project management priced?
We price engineering project management to the value they deliver, not the hours we log. Hourly billing rewards extra iterations, so the cheapest quote often becomes the most expensive project once tooling, rework, and field failures show up. Our incentive is to get the design right the first time. We engage by fit, not as a ladder. Gold (from $35K): you have one project and need help with it. Platinum (from $15K/mo): you have recurring work at a steady rhythm. Diamond (from $800K/yr): you have a long development program, often multi-year.
Gold is never required, and some clients start at Platinum or Diamond. These are starting points, not quotes; your roadmap sets the price. We price to the value we deliver, not the hours we log. If the value isn't there for you, we'll say so in the assessment. Our engineering consultant pricing page explains how each collection works in more detail.
See how one team would run your program. NDAs available.
Send your program data. We'll show you how one team would run it, from design to the start of production.
On-site assessments that require travel are quoted separately.
