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PLM Comment

The PLMIG has covered many issues since its launch in 2004.  Some of the recent topics include:-

          Despite all of the technical complexity of the PLM manager's
          work, the role is still at the level of a craft skill.           PLM user groups have their own lifecycle, and many of them have
          reached the age of extinction. Recognising this gives the chance to
          maintain cooperation into the future.           Every business improvement activity - including PLM - needs to work
          towards a state of completion if it is to progress effectively. Without a clear
          future target, it is impossible to make proper plans or measure progress.
          If PLM industry can define and agree aims for the future, then scenario we
          will reach in 5 and 10 years' time will be significantly better than the
          current outlook.           At the moment, the scenario for PLM in 5 or 10 years' time seems to be
          "more of what we are doing now". The problem is not that consensus cannot
          be reached but that, currently, no-one is trying to achieve it. It is the aim
          of the PLMIG to set this discussion in motion.           PLM is evolving towards a future state that will bring together all of the
          current ideas, methodologies and tools into a cohesive, homogeneous
          business environment. However, competition is not going to disappear
          in 10 years' time, and product development will continue for as long as
          there are people on the planet. The question therefore arises:
          "What can there be beyond our current perception of PLM?"           As a precursor to a specific PLMIG initiative on the issue, this article
          published in the US edition of CXO Magazine in 2006 runs through
          the PLM scenario at a high level for a board-level VP to skim through.



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