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Product Lifecycle Management Process and Software Tools

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Session by Geoff Hammett at ProductCamp Atlanta 6, on August 18, 2012.

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Product Lifecycle Management Process and Software Tools

  1. 1. Product Lifecycle Management Process and Software Tools ProductCamp 2012 Session Leader: Geoff Hammett - ghammett@aol.com http://www.linkedin.com/in/geoffreyhammett GTRI Conference Center 250 14th Street NW Atlanta, GA 30318Geoffrey Hammett – 20120818 © 2012 1
  2. 2. Alternate Session Title How to prevent this…Geoffrey Hammett – 20120818 © 2012 2
  3. 3. Alternate Session Title How to prevent this… …from becoming this!Geoffrey Hammett – 20120818 © 2012 3
  4. 4. Alternate Session Title How to prevent this… …from becoming this! A topic for another day…Geoffrey Hammett – 20120818 © 2012 4
  5. 5. Overview  GTRI – some history  In order to know where you’re going… Tools Machines Automation Programmable Automation  Product Lifecycle Management Process Evolution – One View Some Key PLM Charts  Attendee discussion: PLM Software ToolsGeoffrey Hammett – 20120818 © 2012 5
  6. 6. My Background  Education BSc Mechanical Engineering, University of Virginia MBA, Georgia State University  Product Engineering Experience Ford Motor Co. - Automotive Texas Instruments – Consumer Electronics Scientific-Atlanta – Telecommunications, Cable, Satellite Coggins Systems – Oil/Energy  Program/Product Management Experience Scientific-Atlanta – DMX: 1st all digital cable system, Sega Channel, Cable Modem, Sun/Oracle/Solaris Subscriber Control System HW & SW Cisco Systems – DOCSIS Cable Modem/VoIP, IP Video Set-top Receiver (AT&T U-verse)Geoffrey Hammett – 20120818 © 2012 6
  7. 7. Georgia Tech - GTRI  Thank you for hosting!  Ga Institute of Technology: Founded 1885, opened 1888: Georgia School of Technology Spawned Ga State University in 1955  Ga Tech Research Institute (GTRI): Funded 1934 as Engineering Experiment Station (EES) Renamed GTRI 1984  EES Success Story: 1951: Scientific Associates…Scientific-Atlanta (S-A) RF/Radar antenna performance measurement S-A’s success paved the way for technology “Incubators” 1980: Advanced Technology Development Center (ATDC)Geoffrey Hammett – 20120818 © 2012 7
  8. 8. Scientific Associates Drawing (from Microfiche)Geoffrey Hammett – 20120818 © 2012 8
  9. 9. In Order to Know Where You’re Going… Some History:Geoffrey Hammett – 20120818 © 2012 9
  10. 10. Tools – Cut, Shape, Assemble by HandGeoffrey Hammett – 20120818 © 2012 10
  11. 11. Machines – Harness External Power… Small Engine Power Transfer Belts Watt Steam Engine Steam Engine Speed ControlsGeoffrey Hammett – 20120818 © 2012 11
  12. 12. Machines …Higher Precision and Throughput Lathe Drill PressGeoffrey Hammett – 20120818 © 2012 12
  13. 13. Automation – Repetitive Task Efficiency Assembly Fixture Drill Press Hard ToolingGeoffrey Hammett – 20120818 © 2012 13
  14. 14. Programmable Automation - Flexible/Adaptable First Industrial Robot Jacquard LoomGeoffrey Hammett – 20120818 © 2012 14
  15. 15. Programmable Automation - Flexible/Adaptable PCB Design System In-line PCB Assembly System PCB Photoplotter Photoplotter ControllerElectronic Component SequencerGeoffrey Hammett – 20120818 © 2012 15
  16. 16. Evolution of PLM – Environment  Lots of moving parts to product development, manufacturing, launch and support.  Requirements/Specs, NC Programs, CAD/CAM, SW, FW, QA Data, Materials, Supply Chain, Order Management, Financials, Reporting, Databases, BOM’s, MRP, SCM, ERP, CRM, …  Needed a means to aggregate and manage: Not just the output… Needed to manage the process of creating the outputGeoffrey Hammett – 20120818 © 2012 16
  17. 17. Evolution of PLM – One View Benchmarking – PRTM (Pittiglio, Rabin, Todd & McGrath) 1976: PRTM founded in Palo Alto 1982: Began benchmarking business performance Initially - Catch up to Japanese JIT based processes Go beyond - identify next process improvement to change the competitive balance…found fruit: Product Development Best in class product lifecycle processes: • Speed • Cost • Quality 1986: Initially developed Product and Cycle-time Excellence® (PACE®) 2011: Pricewaterhouse Coopers (PwC) acquires PRTMGeoffrey Hammett – 20120818 © 2012 17
  18. 18. A Few Key Elements of PLM Process  Core Team Building and Consensus Core team structure Upper management Product/Program Approval Committee (PAC)  Program/Project Pipeline Rationalization – Phase Gate Reviews Return On Investment (ROI) Resource Availability/Allocation Schedule  Program/Project Cross-functional Agreement (CFA) Upper Management approval and to track actuals to plan •Key schedule milestones •ROI •Critical quality measures •Resource requirementsGeoffrey Hammett – 20120818 © 2012 18
  19. 19. A Few Key Aspects of PLM Process  Note: Not all PLM Processes, Components or Systems are alike  The PLM process must be tailored to the Company’s products, organization, people and program/project scope  In some cases: PLM process changes the Company… or Company changes the PLM process (Phases, Gates, Approvals, etc.)  “Organize around outcomes”Geoffrey Hammett – 20120818 © 2012 19
  20. 20. Example Core Team Structure Program/Product Approval Committee Corporate (PAC) Legal Customer Engineering Support Core Team Members  Key stakeholders support to the Core Team Leader  Responsible for action and Core deliverables in functional area Sales Team Operations  Make tactical project decisions Leader  Provide required information to the PAC CoreTeam Leader  Focal point of accountability for the Marketing Finance program  Plans and executes the program Product Management tasks and schedule  CTL is the Product Mgr for Concept phase but may be the Program MgrGeoffrey Hammett – 20120818 © 2012 for other phases 20
  21. 21. Product/Program Approval Committee (PAC) Corporate Legal Product/Program Approval Customer Committee Engineering  Upper management stakeholders Support  Guides/determines critical program parameters with CoreTeam  Approves/Rejects/Redirects gate Product reviews Sales Approval Operations  Makes go or no-go decisions Lead  Can make conditional go decision Product Approval Committee Lead Marketing Finance  Leads PAC gate review meetings  Records decisions/action items Product  Accountable for timely decision Management making and issue resolution within the PAC (conductor, mediator)  May be the division ExecutiveGeoffrey Hammett – 20120818 © 2012 21
  22. 22. Program Pipeline Rationalization – Phase Gate ReviewsGeoffrey Hammett – 20120818 © 2012 22
  23. 23. Example PLM Phases and Gate Reviews Concept Development Delivery Customer General End of Review Review Plan Shipment Availability Life Review Review Review Review Concept Plan Develop Validate Launch Sustain EOL• Concept Doc • Detailed • Detailed Specs • Verification Test • Go-to-market • Supply chain • Customer Notice• What, Why, Program Plan • Design • HALT/HASS • Product Release • Forecasting • Material ReviewWhen, ROI • Product • Prototype • BETA Test • Cost reduction • Close Orders Requirements • Unit Test • Improvement • Doc Review • ALPHA Test Corporate/Sector PAC Division PAC Reviews Reviews Note: • Some program Phase overlap is expected/encouraged • Gate reviews “officially” determine program Phase Geoffrey Hammett – 20120818 © 2012 23
  24. 24. Cross-functional Agreement CFA)  Provides Key Program Metrics and Program Team Commitments • Schedule • ROI • Quality • Resources Required • Log of Program Changes  “Contract” signed off/Approved by PAC  Monitored and Reviewed at Each GateGeoffrey Hammett – 20120818 © 2012 24
  25. 25. Program Cross-Functional Agreement <Program/Project Name> ROI Summary Units Plan Required CurrentPhase Schedule Units Plan Required CurrentConcept Phase Date Revenue/Sales $MPlanning/Specification Date Total Variable Cost $MPhase Gross Margin Target %Development Phase Date Engineering Cost (NRE) $MTest/Evaluation Phase Date Incremental Cost $MRelease/Launch Phase Date AllocationEnd-of-Life Phase Year Depreciation $MKey Program Milestones Units Plan Required Current Total Program Cost $M Contribution Margin % NPV $M ROI %Critical Quality Metrics Units Plan Required Current Key Resource Units Plan Required Current Requirements Total # of Person- # FTE months Headcount Expense $M Prototype Expense $MScope Changes Units Plan Required Current Outside Services (NRE) $M Capital Expense $M Program Change Log Requested by JustificationGeoffrey Hammett – 20120818 © 2012 25
  26. 26. Questions?Geoffrey Hammett – 20120818 © 2012 26
  27. 27. Discussion Topics: PLM Software Tools  Best things you like about the tool User Interface? Benefits? Drive Collaboration and Consensus? Help Drive Phase Gate Reviews and Approvals  How long to become a user?  How long to become proficient?  How do you feel it helps the PLM Process?Geoffrey Hammett – 20120818 © 2012 27
  28. 28. Acknowledgements  GTRI Historical Archive  Henry Ford Museum – Dearborn, MI  Coursera/U. of Mich – Internet History, Technology, and Security  Scientific-Atlanta/Cisco Systems, Inc.  PRTM – PricewaterhouseCoopers, LLP  CIMdata, Inc.  WikipediaGeoffrey Hammett – 20120818 © 2012 28
  29. 29. Backup SlidesGeoffrey Hammett – 20120818 © 2012 29
  30. 30. Example: Consumer Products – Vacuum Cleaners Automation Era Products Programmable AutomationGeoffrey Hammett – 20120818 © 2012 Era Products 30
  31. 31. Computing/Business Machines Evolution Abacus and Tabulating Aid Hollerith Tabulating Machine Data Processing CenterGeoffrey Hammett – 20120818 © 2012 31
  32. 32. Communications - Early Semi-Automatic Key Business Phonograph Marconi Wireless Part Number Log Books Stansbury Printing Press Central Files Room Telephone Switchboard Edison MimeographGeoffrey Hammett – 20120818 © 2012 32
  33. 33. Communications - Newer Manufacturing Automation Protocol Rack QAM/QPSK Modulators Async Network Processor ATM Multiplexer ES-6500 802.11ac Wi-Fi Router CRS-3 Carrier Routing SystemGeoffrey Hammett – 20120818 © 2012 ASR 9000 Aggregation Services Router 33
  34. 34. Some PLM Terms You May Hear  Core Team, Core Team Leader  Concurrent Engineering  Cross-functional  ECO/ECN//PCN/PCR – C=Change  Go-to-market – “Everything else” required for launch (Product Manager responsibility)  IPP – Integrated Project/Program Plan  Program/Project/Product  PAC – Program/Project/Product Approval Committee  Phase/Stage  Phase/Stage/Gate Review  Pipeline Management – Align strategy with project/functional management  Product Launch  Time-to-market  xRD – Requirements Document, x= Concept. Product, Market, System, Software  xCD – Control Document, x=Specification, System, Software  SFS – Software Functional Specification  SDD – Software Design DocumentGeoffrey Hammett – 20120818 © 2012 34
  35. 35. Business Layer vs Technical Layer 1. Business Layer The Business Layer provides executive management visibility and control throughout the product lifecycle Concept Development Delivery Customer General End of Review Review Plan Shipment Availability Life Review Review Review Review Concept Plan Develop Validate Launch Sustain EOL 2. Technical Layer The Technical Layer enables the development teams to define, implement and execute throughout the product lifecycleBusiness Planning Program Plan Functional Spec Feature Test Finalize collateral Support Process EOL Development Development For release ProcessProduct Planning Integrate Features On-going Test System Definition Test Plan Finalize pricing Development And product codes Concept Test Strategy System Test and Requirements Definition Detailed Design Regression Release products Development Testing Code Development & Support Process Unit Testing Report and verify Team Reviews Field Validation - EFT/Beta Test Acceptance Testing Prepare for release Integration Plan DevelopmentGeoffrey Hammett – 20120818 © 2012 35
  36. 36. PLM Software Vendors  Autodesk - Autodesk 360 for PLM  Cyco  Dassault Systems – Product Lifecycle Management Portfolio  EDS PLM Solutions  Eigner  IBM PLM Solutions  MatrixOne  Oracle - Agile PLM  PTC – Windchill  SAP – Product Lifecycle Management  Siemens – TeamcenterGeoffrey Hammett – 20120818 © 2012 36

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