PLM (Product Lifecycle Management)
Companies dealing with product related activities facing more challenges year on year due to complex development process, complex workflow system, complex product data, and large team working across the globe, Aligning corporate strategy with product development/commercialization.
Companies having pressure on cost reduction & shorter time to market for new products. Product lifecycle management (PLM) systems can be considered as important enablers for achieving true coordination and effective management of product development processes.
PLM Strategy is used to work upon complex product related activities which works with People, Process & Technology. PLM Strategy start with product concept to commercialization and ends with product retrials. Product Life Cycle Management runes through various phases of product.
- Design & Develop
- Prototype & Pilot
- Launch & Ramp
- Service & Support
- Phase-out & Retrials
In order to ease future projects, we recommend controlling project progression, dividing the project into sub-projects, and establishing a coherent multi-layered PLM architecture.
|Project process|| Divide the project into sub-projects, perform a pilot project|
Conduct pre-study prior to system selection plan carefully
Follow-up and control project process
Be prepared to adjust the plan when business changes
|Goals|| Define benefits for all stakeholders|
Aim to satisfy rather than optimize
Do not force the same solution on the whole organization
Carefully estimate the magnitude of change
|System and process design|| Establish a coherent PLM architecture|
Improve processes prior to or simultaneously with PLM project
Align processes with system capabilities
Only roll out tried software releases
|Organisation|| Ensure management support|
Involve users from all departments and disciplines
Authorize the project participants
Use expertise from third parties
Educate system users
Issue & Challenges
- How the actual PLM implementation is done using available guidelines?
- What are the key issues and challenges faced during implementation while using available guidelines?
- Up to what extent the available Implementation guideline used?
- Project Initialization, Planning, Monitoring & Control
- Current Business Process ‘AS –IS’ Capturing & GAP Analysis
- Define Future Business Processes ‘TO-BE’
- Design & Software Configuration
- UAT, Training and Go-Live
“The concept of PLM must be well understood and agreed upon by all the stakeholders. The scope of PLM is very large, and it requires lot of efforts; it is difficult to maintain stakeholders’ interest and support during such long endeavors”.
PLM Implementation team was able to keep all the stakeholder onboard by conducting monthly review meetings & some time fortnightly meeting to ensure the effective implementation & kept the right directions which resulted into successful implementation of PLM at Global Group.
During Defining Future Business Processes ‘To-Be’ assumption was taken that only technology lead BPR will be carried out accordingly project timelines was taken but while actual execution massive business process re-engineering & business process improvement was carried out as business took this project as opportunity to correct their process before configuring into oracle agile PLM tool. Which resulted into major impact on timelines.
SDLC(software development lifecycle) was selected as waterfall but during actual solution design & implementation for some part of developmental phase & major part of commercial campaigns it become agile methodology. The Impact was discussed in PLM Core Committee and got approval for revised timelines.