PLM Interest Group : PLM Themes

Even after a decade, the goal of identifying a clear path from first PLM awareness to full adoption has eluded the industry. There are many reasons why this is difficult to do for PLM, but the main reason is - most people cannot see an end point of: "PLM is fully implemented".

The consequence is that most PLM planning is short-term, piecemeal, and does not lead towards the desired 'To-Be' state. If project management in any other business area were done in this way it would be regarded as incomplete and unacceptable.

On a corporate scale, the PLMIG PLM Maturity Reference Manual shows that there is a future state of Full PLM Maturity that can be achieved if all of the ideas and technical developments are brought together. There is, therefore, a target point that can be planned towards.

Subsequent advances in concepts such as PLM Traction and Generative Project Planning mean that it is now possible to plan all the way through to this end state, from "As Is" to the finished scenario of 5 to 10 years' time. This gives unparalleled visibility to the progress and benefits of PLM.

It is an aim of the PLMIG to formalise this scenario so that it can be adopted and applied by user companies of all sizes. The starting point is the Path to PLM methodology published in the Q3 2011 PLM Journal.

You can request more information via pathtoplm@plmig.com.

PLM for SMEs

A parallel strand to the quest for a 'Path to PLM' is the challenge of structuring PLM to apply to smaller businesses (SMBs, PMIs, PMEs or SMEs).

There are likely to be two elements to this: a "Lite" approach to PLM for organisations of 250-500 people, where many of the large-corporation complexities exist but there are few resources for off-line business improvement projects; and PLM for organisations of 250 people or less, where a pre-defined SME-oriented approach is the best way forward.

The PLM Standardisation Workshop in Milan in 2011 focused strongly on how SMEs can adopt PLM, and the results have been published in the Q3 2011 PLM Journal as the PLM Handbook for SMEs. This methodology is applicable across regions, countries, and industries and represents a tremendous oppportunity to expand the scope of PLM adoption.

You can request more information via smeplm@plmig.com.

PDM Focus

It is time that PDM managers got some recognition, and the chance to share the vast amount of technical knowledge they have developed over the past few years.

The PLMIG aims to help formalise many of the essential principles of PDM, and produce guideline information that everyone can understand and agree. The first step will be to understand which PDM issues we should concentrate on, and you are most welcome to add your views.

Metrics and Cost Control

The PLM User Forum events in Reading and Cleveland developed a framework for quantifying the cost benefits of PLM in terms of the performance indicators already in use within the enterprise.

This method, which is published in the Q1 2009 issue of the PLM Journal, can be applied by any company or corporation as part of its ongoing implementation. It enables you to demonstrate in clear financial and performance terms the benefits that PLM provides to the business.

You can request more information via plmmetrics@plmig.com.

User Interaction

One of the original reasons for forming the PLM Interest Group was so that PLM practitioners from all parts of the industry could meet in a constructive environment. This is now the normal way of operating for the PLMIG, and mirrors the fact that PLM solutions are implemented with a wide range of roles and advisors. However, there is a latent demand for users to be able to meet on their own - not because of any secrecy, but simply because the topics of discussion tend to be different in a user-only forum.

The old-fashioned type of user groups have more or less evolved out of existence, and what remains are trade shows or vendor-hosted events. Feedback shows that neither of these formats tend to offer the detailed interaction that users are looking for, though they serve their other purposes admirably.

The PLMIG has run User Forum events in the UK and the USA which provided this opportunity for interaction, and will run future events in a similar style as demand requires.

PLM as a Profession

Wherever you work for a user company, a vendor, an integrator or consultancy, you are investing your career in PLM. The reward for this should be professional recognition and career progress. PLM skills should be as widely recognised as those for any other area of business, but this is not the case at the moment.

The PLMIG has been running a debate on whether PLM should, or even can, become a profession, starting with a launch article in 2PLM in December 09. Feedback since then has been mixed, with some service providers feeling that their people are already suitably qualified, and some users wondering whether any kind of formalisation or qualifications are possible.

Nevertheless, the current situation is hardly satisfactory. If someone takes on the role of 'PLM Manager', then they must find out for themselves what that actually entails. The PLMIG view is that the Standards Initiative will provide much of the raw material for a PLM Syllabus or PLM qualifications, starting with the PLM Concept Set that every PLM manageer and advisor should know.

You can request more information via profession@plmig.com.

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