Global Services InsightsSlowing Down to Speed Up:6 Steps to Effective PLM PlanningAs more and more companies understand th...
A recent blog post, Aligning Your Organization for PLM Success, high-lighted two keys to aligning your organization for PL...
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Slowing Down to Speed Up: 6 Steps to Effective PLM Planning

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As more and more companies understand the strategic
business potential of PLM (Product Lifecycle Management)
to improve product innovation, development, and
competitive advantage, the scope of PLM initiatives
has increased dramatically.
Indeed, research from Tech-Clarity and PTC shows that, on average,
companies implementing PLM in the last few years typically involve
three or more departments across the organization (e.g., manufacturing,
supply chain, quality), not just engineering.
As such, the complexity of planning and managing successful initiatives
has increased dramatically...

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Slowing Down to Speed Up: 6 Steps to Effective PLM Planning

  1. 1. Global Services InsightsSlowing Down to Speed Up:6 Steps to Effective PLM PlanningAs more and more companies understand the strategicbusiness potential of PLM (Product Lifecycle Management)to improve product innovation, development, andcompetitive advantage, the scope of PLM initiativeshas increased dramatically.Indeed, research from Tech-Clarity and PTC shows that, on average,companies implementing PLM in the last few years typically involvethree or more departments across the organization (e.g., manufac-turing, supply chain, quality), not just engineering.As such, the complexity of planning and managing successful initiativeshas increased dramatically.With multi-year, multi-departmental, and multi-million-dollar PLMprograms now common, the challenges of minimizing program risk andaccelerating time to value have emerged as core priorities for seniorcorporate management and boards of directors.Simply put, when you`re betting a chunk of the company’s future onPLM success, you can’t afford to leave any element of that successto chance. About the Research: PTC Global Services and Tech Clarity, an analyst firm that specializes in product life cycle management, interviewed 190 senior business and IT leaders in April 2012 about their experiences with PLM. The goal of the telephone survey was to under- stand key success factors in planning, implementing, and adopting PLM solutions in complex manufacturing environments. The survey highlighted four issues: PLM strategy and approach, programmatic challenges, implementation and adoption techniques, and adoption. Survey participants included representatives of a wide range of manufacturing companies across Europe and North America, including automotive, aerospace, industrial, and consumer products.PTC.com PTC | 1
  2. 2. A recent blog post, Aligning Your Organization for PLM Success, high-lighted two keys to aligning your organization for PLM success: detailedimplementation roadmaps and business value scorecards. The general About PTC Global Servicesidea is to invest the time up front in creating an operational plan that The 1,400 professionals at PTC Globalties the sequencing of solutions implementation to business priorities with Services help the world’s leading manufac-practical consideration of organizational constraints, process change, turing companies gain product and serviceand technology capabilities. advantage through solution strategy andMore specifically, there are six steps in particular which companies with design, process transformation, technologycomplex programs have found to be essential to creating effective plans, configuration, and organizational trainingroadmaps, and scorecards: and adoption. Our in-house experts and premium services partners work overtime1. Business Value: Define and align on concrete measures of business to ensure the best possible results and value, such as accelerating time to market, increasing product maximum return on investment. innovation, reducing product development cost, or improving product quality. Learn more at PTC.com/consulting2. Process Priorities: Define and align on specific process changes For more Insights from the Global Services required to achieve business objectives, such as product design team, please visit: collaboration, compliance review, or supply chain management. blogs.ptc.com/category/strategy/ Or scan this code with your mobile device.3. Technology: Define and align on specific technology capabilities required to support process improvements.4. Tradeoffs: Identify critical decisions and tradeoffs for program implementation, including technology deployment, data migration, quality control, and organizational learning and adoption.5. Roadmap: Create detailed deployment roadmap based on program priorities, investment requirements, and resource capacity. About the Author6. Ratification: Ratify the roadmap and metrics with key business Rob Leavitt is Director of Thought Leadership and IT stakeholders to ensure full alignment on priorities, timeline, at PTC Global Services, the consulting arm responsibilities, and tradeoffs. If this all seems like a lot of work of PTC. A long-time advisor to top tech- before even beginning any actual deployment, it is. Smart compa- nology and IT services firms, Rob works with nies take three to six months or even longer to get the roadmap right. PTC consultants, partners, and customers But the effort is well worth it. Top performing companies are twice to advance understanding of key issues and as likely to create this kind of roadmap, and the payoff is five to 10 challenges in product development, manu- times the benefit in critical areas such as time to market, product facturing, and after-market service. development efficiency, and product cost. Sometimes you really Contact Rob at rleavitt@ptc.com do need to slow down in order to speed up. Follow Rob on Twitter at @PTC_ConsultingIf this all seems like a lot of work before even beginning any actualdeployment, it is. Smart companies take three to six months or even longerto get the roadmap right. But the effort is well worth it. Top performing © 2012, Parametric Technology Corporation (PTC). All rights reserved.companies are twice as likely to create this kind of roadmap, and the Information concerning the benefits and results obtained by customerspayoff is five to 10 times the benefit in critical areas such as time to market, using PTC solutions is based upon the particular user’s experience and testimonial, is furnished for informational use only, and should not beproduct development efficiency, and product cost. Sometimes you really construed as a guarantee or commitment by PTC. Due to the varyingdo need to slow down in order to speed up. degree of complexity of our customers’ products and/or their design processes, typical or generally expected results are not available. PTC, the PTC logo and all PTC product names and logos are trademarks or regis- tered trademarks of PTC and/or its subsidiaries in the United States and in other countries. All other product or company names are property of their respective owners. J0502– Slowing–Down–to–Speedup–Insights–EN–0712PTC.com PTC | 2

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