Welcome to the PLMIG
The PLM Interest Group has developed the most comprehensive and advanced set of working methodologies for PLM, and provides the only PLM toolsets that can take the PLM Team from initial adoption to corporate implementation.
As well as producing the first international standards written specifically for PLM, the PLMIG has led a series of initiatives that are moving the PLM industry towards a more professional status.
If PLM practitioners are to get recognition for their work, then the PLM industry needs to become more like a genuine profession.
It has always been important to be sure that your work is of a high standard, and that it will be respected by your peers. For PLM Delivery, this is now essential.
If the user expects that the vendor will make a firm commitment to the targets of the PLM implementation, then the vendor has a right to expect that the user is working professionally. The latest edition of the PLM Bulletin sets out the background to PLM Professionalism and offers guidance on how to achieve it.
The demanding nature of measured PLM Delivery means that PLM Teams must also address higher-level professional issues such as PLM Governance.
Every well-established PLM implementation should apply the Governance Standard to confirm how well the PLM management structure fits the corporate environment.
The PLMIG has also published the Version 2.0 PLM Governance Standard to enable companies to assess their current situation. Not only will this help PLMIG Members, but it will create a wider opportunity to establish agreed definitions of good PLM Governance for the whole PLM industry.
Clear guidelines are needed for PLM definition and measurement, so that everyone can see that PLM is successful.
The new PLM Delivery Handbook enables users to demonstrate that they have received exactly what they have paid for when they implement PLM - and enables vendors to show a clear commitment to achieving the benefits that they have proposed.
The concept of PLM Delivery leads on to other advanced ideas. It can enable one of the most important long-term aims of any PLM implementation - PLM Traction.
For all your investment in PLM over the years, how effective is the outcome? If PLM improves by X%, then does your business improve proportionately - or is there no discernible effect?
If you can demonstrate and measure this inter-relationship between PLM and the business, then you are at a very advanced level of PLM management. The PLMIG will develop the tools to enable this as a direct follow-on from the PLM Delivery initiative.
At present the PLM industry has no framework or standards of performance for advanced PLM practice.
From large corporations, dealing with the massive complexity of enterprise-wide PLM, to small companies trying to understand and adopt PLM effectively, one question remains the same:-
"How do we know that we are doing
Of course, PLM Managers are always aiming to improve, and PLM vendors are always aiming to prove that improvements have been made. The problem in the past has been that PLM was regarded as "unquantifiable". The new PLMIG toolsets provide a structured way of ensuring that the PLM implementation is performing at the highest level.
It is time to capture the knowledge and experience of skilled and PLM practitioners, and to leverage this to raise the worldwide standard and ambition of PLM.
Things To Do
As a PLM Manager, sometimes you just need to know the best way of doing the task in front of you. You need instructions that are expressed simply and concisely, and in just enough detail so that you are equipped to take the business or technical decisions you are faced with. The way that you use the PLMIG toolsets depends on what you want to do.
In large companies or corporations, there are likely to be many people who are confused about PLM.
The more people who are unsure about what PLM is and what it can achieve, the harder it is to make progress.
It can be difficult to decide what kind of awareness material to offer. The answer is found by putting yourself in the shoes of someone who is having to understand the PLM implementation for the first time.
To demystify PLM, there are 8 "must know" things that a good PLM Manager should provide. These should be part of every well-managed PLM implementation. See the list, and make sure they are part of your company's awareness material.
For any idea to succeed in America it needs a compelling message, and there is now a compelling message for PLM.
The PLM Project Justification Handbook leverages the standard set of documentation that would be required for any capital expenditure or project justification, and so the overhead of work required to prepare the PLM justification is kept to a minimum.
The PLM Team can now prove to everybody, with clear, quantified metrics, that the
PLM implementation is of real benefit to the company.
The PLM Project Justification Handbook shows you how to deconstruct abstract "PLM Benefits" and process them into real metrics.
By providing templates for the required documents, it also helps raise the standard of your operational documentation to best-practice levels. The activity of generating the financial values is collaborative, which improves PLM awareness and understanding around the organisation; and the resulting metrics provide proof to everybody that the claimed PLM Benefits are actually being achieved.
Once real metrics have been established in this way, PLM management becomes much easier. Tracking the benefits becomes a formal activity of monitoring the metrics that have been assigned; correcting any errors in measurement; considering the causes of under- or over-performance; and re-planning for the next project iteration.
The PLMIG ran a series of workshops in 2012 in Europe and North America which developed the most advanced paradigm for integrating PLM and ERP.
The workshops showed that traditional approaches of "linking" or "interfacing" PLM with ERP merely reinforce the problems - they just make an imperfect solution run faster.
The real answer is to develop 'PLMuERP' - the "Union" of PLM and ERP - which not only builds a more advanced product management system, but also eliminates the technical and ideological conflicts that manufacturing companies face in this area.
The result was a comprehensive toolset based around the PLMuERP Handbook that can be used by the PLM and ERP teams to define the optimal, harmonised solution for the integrated environment.
This puts an end to PLM-ERP conflict and counter-bidding, and enables every organisation to establish its most advanced and effective product lifecycle management platform for the long term.
The toolset enables companies to eliminate the PLM-ERP divide, and to build a truly integrated product management system for complete control of design and manufacture.
The PLMIG toolsets do not require the input of external advisors. These are the instruction books for PLM. You can pick up the tools and use them for yourself.
It is now possible to identify real financial metrics that will support your next PLM project or capex submission. The techniques are logical, thorough, and work in every PLM situation.
The methodology can be can be applied equally well by users and vendors. The Handbook and its supporting toolset enable PLM Managers to prove that PLM is worth doing from a purely financial viewpoint.
PLM Delivery takes the justification of new PLM projects to a new level, enabling vendors to participate in the process and demonstrate their commitment to the results.
The fact that both user and vendor have calculated the target benefits, and feel confident to endorse them in writing, is a major boost to gaining approval.
The PLMuERP Handbook is the definitive, neutral working manual for international PLMuERP best practice.
The Handbook formalises the vast amount of expert knowledge that exists on the subject around Europe, and resolves long-standing issues such as the role of the MBOM and the boundaries between PLM and ERP. It enables the technical teams from both sides to work together, and to create a long-term strategy that will unify the two environments.
The PLMIG has produced the first formal, assessable standards that apply purely to PLM. They are designed to be followed in the same way as other international standards.
PLM Governance Standard
The importance of the PLM Governance Standard is that it enables companies and corporations of all sizes to calibrate the management and oversight of their PLM implementations against international best practice.
Every company that implements PLM should be able to adhere to this standard. It covers all aspects of PLM Governance from the highest to the lowest levels of a company, across all organisational functions and all geographical locations.
Product Structure Standard
Product Structure is an area of massive complexity for many companies, and it may be hard to imagine how a single standard could apply throughout PLM.
The power of the Product Structure Standard is that it applies to all industries and product types, and highlights the hidden weaknesses in product data management that can otherwise prevent PDM implementations from operating effectively.
The PLM Interest Group provides neutral instruction manuals for the PLM Team to use in carrying out some of the more complex PLM activities. The range includes:-
All of the PLM Toolsets on this page have been developed with the active participation of PLMIG Members over the past decade, and contain the most accurate and comprehensive PLM logic that is currently available.