ES - The effect of ERP on Product Development Lifecycle?
INDEX:
- What is the Product Development Lifecycle?
- Data in Product Development
- Effect of ERP in Product Development
- Industry Challenges in using ERP
- ERP Benefits
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The SIPOC diagram is a tool to map processes that captures suppliers, inputs, process steps, outputs, and customers. It involves brainstorming these elements and documenting them on a large surface under the corresponding headings.
The document discusses key topics in operations management, including the roles and functions of operations managers, historical developments in the field, characteristics of manufacturing and service operations, and current issues facing operations management such as globalization, technology, the environment, and supply chain management. It provides definitions and descriptions of operations management, production systems, and the various departments involved in managing business operations from a strategic to tactical level.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Innovation product design planning process style 3 powerpoint presentation te...SlideTeam.net
This diagram outlines an innovation process that considers various internal and external factors. It maps how an organization's culture, leadership, values, and capabilities influence its business model, processes, and product or service offering. It also examines how the customer experience, expectations, insights, and context relate to the brand, market approach, and technologies used. Key stakeholders are represented as influencing different elements of the process.
This Slide deck gives a quick Idea about the Business process Modelling, various block used and their meanings, AS-is Process, its To-Be process and corresponding swim lane diagram.
1. The document discusses the changing nature of organizations and how their distinct purposes, design structures, and people are dynamically adapting.
2. It defines managers as those who skillfully coordinate and oversee other people's work to achieve organizational goals. Managers coordinate resources and information to accomplish work processes.
3. Management work involves controlling inputs, processes, and outputs to ensure planned versus actual consumption, schedules, and products/services. Ensuring efficiency and effectiveness is important for managers.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The SIPOC diagram is a tool to map processes that captures suppliers, inputs, process steps, outputs, and customers. It involves brainstorming these elements and documenting them on a large surface under the corresponding headings.
The document discusses key topics in operations management, including the roles and functions of operations managers, historical developments in the field, characteristics of manufacturing and service operations, and current issues facing operations management such as globalization, technology, the environment, and supply chain management. It provides definitions and descriptions of operations management, production systems, and the various departments involved in managing business operations from a strategic to tactical level.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Innovation product design planning process style 3 powerpoint presentation te...SlideTeam.net
This diagram outlines an innovation process that considers various internal and external factors. It maps how an organization's culture, leadership, values, and capabilities influence its business model, processes, and product or service offering. It also examines how the customer experience, expectations, insights, and context relate to the brand, market approach, and technologies used. Key stakeholders are represented as influencing different elements of the process.
This Slide deck gives a quick Idea about the Business process Modelling, various block used and their meanings, AS-is Process, its To-Be process and corresponding swim lane diagram.
1. The document discusses the changing nature of organizations and how their distinct purposes, design structures, and people are dynamically adapting.
2. It defines managers as those who skillfully coordinate and oversee other people's work to achieve organizational goals. Managers coordinate resources and information to accomplish work processes.
3. Management work involves controlling inputs, processes, and outputs to ensure planned versus actual consumption, schedules, and products/services. Ensuring efficiency and effectiveness is important for managers.
The document discusses the skills needed for a career in supply chain management. It outlines key concepts like modern supply chain management, triple flows in SCM, business analysis, project management, and systems engineering. It also provides an example case study of a master yard planner who needs help understanding archived operational data to improve yard planning. The case study demonstrates how to conduct a business analysis, understand data architecture, and document business requirements.
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
The document discusses key concepts in process management including defining systems and processes. It provides examples of how to map processes using tools like SIPOC diagrams and flowcharts. The document emphasizes that determining customer requirements and designing processes to meet those requirements is important. Process management is about understanding how work gets accomplished and innovating systems and key processes to deliver value to customers.
The document discusses process design and different types of processes. It defines process as any part of an organization that transforms inputs into outputs. Process design is interrelated with product/service design, as design decisions impact production processes and vice versa. The document outlines different types of processes including project, jobbing, batch, mass/line, and continuous processes. It also discusses concepts like process mapping, process performance metrics, throughput, cycle time, and work in process.
The document outlines the key topics to be covered in a chapter on process strategy. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. For each strategy, it describes the characteristics including production approach, equipment used, inventory levels, and scheduling complexity. It also provides examples of companies that employ each strategy and compares the main strategies across different factors. The learning objectives of the chapter are to describe the different production processes, tools for process analysis, and recent technology advances.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
Gestión Ciclo de Vida del Producto (PLM) Rafael Antona
SoftExpert PLM Suite - Gestión del Ciclo de Vida del Producto - es una solución que brinda los recursos y capacidades que las empresas necesitan para administrar exitosamente la información y facilitar la comunicación y la colaboración en todo el ciclo de vida del producto, desde su concepción y diseño hasta su fabricación, desde el servicio hasta la eliminación. Además, SoftExpert PLM Suite ayuda a las empresas de ingenierías de fabricación a desarrollar, describir, gestionar y comunicar información sobre sus productos (PDM).
BPM Courses and Certificates by Stevens Institute of TechnologyMichael zur Muehlen
This document describes Stevens Institute of Technology's business process management education and training offerings. It provides an overview of Stevens, its BPM faculty and research credentials, technology partnerships, flexible course delivery options, and international collaborations. The portfolio includes graduate certificates and courses covering topics like BPM strategy, process modeling, automation, analytics, and service innovation. Courses are delivered online, on-campus, and on-site with a focus on applying research and partnerships with industry.
The document provides information on skills needed for a career in supply chain management. It discusses topics like modern supply chain management, key skills such as project management, business analysis, and systems engineering. It also provides an example case study of how to help a master yard planner analyze historical operational data to improve business processes and planning. The case study demonstrates applying skills like understanding business needs, data architecture, and documenting requirements.
Keynote delivered at the 1st International Workshop on Process in the Large (IW-PL), September 13, 2010, Hoboken, NJ in conjunction with the BPM 2010 conference.
The document introduces the business process management (BPM) life cycle. It discusses that improving BPM efforts requires increasing capabilities in three areas: process maturity, process management maturity, and organizational maturity. The BPM life cycle involves analyzing the organization, designing and modeling processes, implementing processes, monitoring processes, and continually improving processes. Key aspects of the life cycle include setting goals and strategies, defining metrics, identifying bottlenecks, and linking process management to the overall organization's mission and objectives.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
This document discusses best practices for load and performance testing Oracle applications using the Rational Performance Tester extension for Oracle. It provides an overview of Rational Performance Tester and its architecture. It also discusses Oracle applications and modules supported for testing, Oracle application architecture, supported Oracle versions, and how to install and use the Oracle extension for performance testing with sample data and demonstrations.
This document discusses process design and different types of processes. It covers that design involves planning for products, services, and processes. Process design and product/service design are interrelated, with decisions in one influencing the other. The chapter then describes different types of processes including project, jobbing, batch, mass production, continuous, and various service processes. It emphasizes that process design must consider objectives like quality, cost, speed, dependability and flexibility.
PLM 7.01 is the latest version of Product Lifecycle Management software delivered by SAP. This version introduces a web-based interface to many of the SAP objects like materials, documents, BOMs, routings etc. There are a lot of useful features available in this version including better search, visualization, Engineering Record, better access control inside and outside your organization etc.
The presentation is designed to serve as a comprehensive guide to setting up SAP PLM 7.01. The following topics are covered:
- A quick intro into the different ways of managing changes in the SAP PLM system
- An explanation of the new features of SAP PLM 7.01, including infrastructure requirements and the new front end, SAP NetWeaver® Business Client (NWBC)
- A look at the security setup required to enable SAP NetWeaver Business Client
- A detailed look at the new Engineering Record, including configurations, extension capabilities, and system demos
- An analysis of the process route capability, its strengths and shortcomings
- Tips and tricks from SAP PLM 7.01 project experience
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
The document discusses the skills needed for a career in supply chain management. It outlines key concepts like modern supply chain management, triple flows in SCM, business analysis, project management, and systems engineering. It also provides an example case study of a master yard planner who needs help understanding archived operational data to improve yard planning. The case study demonstrates how to conduct a business analysis, understand data architecture, and document business requirements.
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
The document discusses key concepts in process management including defining systems and processes. It provides examples of how to map processes using tools like SIPOC diagrams and flowcharts. The document emphasizes that determining customer requirements and designing processes to meet those requirements is important. Process management is about understanding how work gets accomplished and innovating systems and key processes to deliver value to customers.
The document discusses process design and different types of processes. It defines process as any part of an organization that transforms inputs into outputs. Process design is interrelated with product/service design, as design decisions impact production processes and vice versa. The document outlines different types of processes including project, jobbing, batch, mass/line, and continuous processes. It also discusses concepts like process mapping, process performance metrics, throughput, cycle time, and work in process.
The document outlines the key topics to be covered in a chapter on process strategy. It discusses four main process strategies - process focus, repetitive focus, product focus, and mass customization. For each strategy, it describes the characteristics including production approach, equipment used, inventory levels, and scheduling complexity. It also provides examples of companies that employ each strategy and compares the main strategies across different factors. The learning objectives of the chapter are to describe the different production processes, tools for process analysis, and recent technology advances.
The document discusses the evolution from business process management (BPM) to business process innovation. It describes how BPM focuses on performance and compliance through standardized and industrialized processes. This enables organizations to transform core processes into commodities while freeing up resources for process-driven innovation. The document advocates treating processes as services and using BPM techniques to create value and manage risks at the front-end of processes.
Gestión Ciclo de Vida del Producto (PLM) Rafael Antona
SoftExpert PLM Suite - Gestión del Ciclo de Vida del Producto - es una solución que brinda los recursos y capacidades que las empresas necesitan para administrar exitosamente la información y facilitar la comunicación y la colaboración en todo el ciclo de vida del producto, desde su concepción y diseño hasta su fabricación, desde el servicio hasta la eliminación. Además, SoftExpert PLM Suite ayuda a las empresas de ingenierías de fabricación a desarrollar, describir, gestionar y comunicar información sobre sus productos (PDM).
BPM Courses and Certificates by Stevens Institute of TechnologyMichael zur Muehlen
This document describes Stevens Institute of Technology's business process management education and training offerings. It provides an overview of Stevens, its BPM faculty and research credentials, technology partnerships, flexible course delivery options, and international collaborations. The portfolio includes graduate certificates and courses covering topics like BPM strategy, process modeling, automation, analytics, and service innovation. Courses are delivered online, on-campus, and on-site with a focus on applying research and partnerships with industry.
The document provides information on skills needed for a career in supply chain management. It discusses topics like modern supply chain management, key skills such as project management, business analysis, and systems engineering. It also provides an example case study of how to help a master yard planner analyze historical operational data to improve business processes and planning. The case study demonstrates applying skills like understanding business needs, data architecture, and documenting requirements.
Keynote delivered at the 1st International Workshop on Process in the Large (IW-PL), September 13, 2010, Hoboken, NJ in conjunction with the BPM 2010 conference.
The document introduces the business process management (BPM) life cycle. It discusses that improving BPM efforts requires increasing capabilities in three areas: process maturity, process management maturity, and organizational maturity. The BPM life cycle involves analyzing the organization, designing and modeling processes, implementing processes, monitoring processes, and continually improving processes. Key aspects of the life cycle include setting goals and strategies, defining metrics, identifying bottlenecks, and linking process management to the overall organization's mission and objectives.
The three elements of project management, people, processes, and tools must focus on processes first.
Without a process, the tools have no purpose.
Without a process, the people are unguided, or at best self guided
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
This document discusses best practices for load and performance testing Oracle applications using the Rational Performance Tester extension for Oracle. It provides an overview of Rational Performance Tester and its architecture. It also discusses Oracle applications and modules supported for testing, Oracle application architecture, supported Oracle versions, and how to install and use the Oracle extension for performance testing with sample data and demonstrations.
This document discusses process design and different types of processes. It covers that design involves planning for products, services, and processes. Process design and product/service design are interrelated, with decisions in one influencing the other. The chapter then describes different types of processes including project, jobbing, batch, mass production, continuous, and various service processes. It emphasizes that process design must consider objectives like quality, cost, speed, dependability and flexibility.
PLM 7.01 is the latest version of Product Lifecycle Management software delivered by SAP. This version introduces a web-based interface to many of the SAP objects like materials, documents, BOMs, routings etc. There are a lot of useful features available in this version including better search, visualization, Engineering Record, better access control inside and outside your organization etc.
The presentation is designed to serve as a comprehensive guide to setting up SAP PLM 7.01. The following topics are covered:
- A quick intro into the different ways of managing changes in the SAP PLM system
- An explanation of the new features of SAP PLM 7.01, including infrastructure requirements and the new front end, SAP NetWeaver® Business Client (NWBC)
- A look at the security setup required to enable SAP NetWeaver Business Client
- A detailed look at the new Engineering Record, including configurations, extension capabilities, and system demos
- An analysis of the process route capability, its strengths and shortcomings
- Tips and tricks from SAP PLM 7.01 project experience
The document discusses how companies can embrace change and drive innovation through software. It outlines a 4-phase framework for continuous process improvement using IBM Rational tools. Phase 1 involves establishing business objectives. Phase 2 prioritizes practices and defines an improvement roadmap. Phase 3 accelerates adoption with tools to improve requirements management, architecture, and development alignment. Phase 4 reports on results to identify further improvements. The framework aims to help companies optimize resources, deliver smarter products, and improve profits through incremental capability advances.
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
This document outlines objectives and key concepts around production, operations management, and operations control. Specifically, it discusses defining production and productivity, strategies for improving quality and productivity, the role of operations management in selecting, designing, and controlling production systems, and tools for operations control like budgets, ratios, materials management, and break-even analysis. The overall aim is to provide insights into production, operations strategies and processes, and how operations concepts are applied in practice.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
The document summarizes a 3PLM software product called TouchBase. It describes TouchBase as an enterprise software product for project, process, and product lifecycle management. The summary highlights that TouchBase offers configurable solutions for industries, rapid implementation, integration with other applications, and immediate ROI. It also provides an overview of TouchBase's capabilities for key areas like project management, document management, and product data management.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
This document discusses TouchBase 3PLM, a product lifecycle management software for the engineering, procurement, and construction industries. It provides configurable solutions for project management, document management, procurement, and other functions. The software aims to fit customers' existing processes, deploy rapidly within weeks, allow incremental adoption of functions, and be easy to use with minimal training. It leverages existing investments in applications like CAD, ERP, and accounting software. The company claims TouchBase provides value through rapid implementation, quick return on investment, and adapting to customers' unique business needs and workflows.
This document summarizes a presentation about configuration management given to an intermediate CMMI class. It includes an agenda that covers organization structure, the configuration management life cycle, process descriptions, interpretation issues, key activities, and CMMI coverage. Difficulties implementing configuration management are also discussed. The organization has around 300 people working on advanced printing, publishing, and imaging systems worldwide.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
The document summarizes an ISM for Design & Delivery panel discussion with experts from IBM Rational and Tivoli. The panelists were Don O’Toole, Harish Grama, Dave Lindquist, Neeraj Chandra, and Wing To. They discussed how integrating service design, delivery, and management across the lifecycle can enable service innovation through improved visibility, control, and automation. Rational and Tivoli products were highlighted as delivering integrations that bridge gaps in service delivery and enable innovation. Process, people, and technology integration were said to lead to real business service improvements through early problem detection, reduced costs, and performance optimization.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
This document provides information about CAMO, a product engineering company. It discusses CAMO's background in product development, focus on innovation, engineering excellence, and process maturity. It also outlines CAMO's delivery models, services for software development, testing, and knowledge transfer. CAMO works with ISVs, system integrators, and software companies to deliver value and ROI.
The document discusses the operations function within organizations. It defines operations as the agency responsible for carrying out principal planning and operating functions. Operations involves transforming organizational inputs like resources, facilities, technologies, and materials into outputs like goods and services. Key roles of operations managers include bridging strategic planning and tactical implementation. Operations performance objectives include minimizing costs while achieving quality, speed, dependability, and flexibility. The document concludes that a well-defined operations function provides strategic planning, tactical execution, communications, quality management, human capital planning, and ensures compliance to help organizations achieve performance objectives.
Project Identification and Initiation Tool Kit Dave Angelow
The Project Initiation Document outlines the initiation of a project to standardize the product roadmapping process across business functions. It defines the current problem as inconsistent roadmapping that inhibits growth. The ideal state is described as a corporate-wide standard process supported by IT tools to deliver faster output. Key sections include defining the problem statement and impact, solution objective to standardize the process and select tools, scope, and high-level timeline.
C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010BPM Link
Maria Horrigan discusses the importance of understanding users in business process design and improvement. She emphasizes that project success relies on meeting user needs rather than just focusing on the process or technology. Horrigan describes using personas and "want maps" to capture user behaviors, preferences, and needs in an agile project. She predicts that the focus on users and adoption of agile methods will continue to increase in 2010.
project managment - wang jing yuan (Eric Wang)Eric Wang
The document summarizes a project kickoff meeting for developing a desktop application for a client. It includes an agenda, background on the project objectives to leverage new technologies and attract new users, team roles and communication plans, and analyses of tasks, schedules, risks and challenges. The project aims to complete the application within 6 months through requirements gathering, design, development, integration testing and delivery validation. Risks include ensuring the client and partner needs are fully met.
Gathering And Documenting Your Bi Business RequirementsWynyard Group
Business requirements are critical to any project. Recent studies show that 70% of organisations fail to gather business requirements well. What is worse is that poor requirements can lead a project to over spend its original budget by 95%.
Business Intelligence and Performance Management projects are no different. This session will provide a series of tips, techniques and ideas on how you can discover, analyse, understand and document your business requirements for your BI and PM projects. This session will also touch on specific issues, hurdles and obstacle that occur for a typical BI or PM project
• The importance of business requirements and a well defined business requirements process
• Understanding the difference between a “wish-list” or vision and business requirements
• The need and benefits of having a business traceability matrix
Start your BI projects on the right foot – understand your requirements
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
zakipoint helps clients maximize revenue through big data analytics. It integrates strategy, operations, technology and data science to redesign businesses. zakipoint identifies goals and challenges, analyzes ROI from data opportunities, and prioritizes implementing new data models. It runs advanced analytics on structured and unstructured data using machine learning. zakipoint also implements infrastructure for storing, managing and analyzing big data to fundamentally change costs or store vast quantities of data. This allows targeting customers, improving retention, and increasing cross-sell and upsell through comprehensive use of data.
The document outlines the SIPs (Strategic Innovation Processes) process which includes four main phases: 1) Define & Discovery, 2) Design & Architecture, 3) Development & Execution, and 4) Roll Out. It also lists the roles involved in a project including founders, partners, team members, and users/stakeholders.
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Forrester’s Digital Transformation Framework
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MIT’s Digital Transformation Framework
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Capgemini’s Digital Transformation Framework
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
2. Index
• What is the Product Development Lifecycle?
• Data in Product Development
• Effect of ERP in Product Development
• Industry Challenges in using ERP
• ERP Benefits
2
3. What is the Product
Development
Lifecycle?
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Planning Concept System-Level Detail Design Testing and Production
Development Design Refinement Ramp-Up
Performance Goals:
Quality, Cost, Delivery
3
4. Data in Product
Development
Material
properties
Competitor
Cost of
projects and
•Not all of this data is known at lead time
Materials
the same time (e.g. at the start
of the project)
There is a
lot of data in
•Data is dynamic (it matures PD that we
through cross-functional Market must
Research and manage Form and
business processes) Customer Function
Requirements
•Good decision-making relies
on sharing cross-functional
data What are our
resources and Existing
capabilities knowledge in
•Better decisions = better (Physical)
the company
quality products, faster, and
more cost effective
4
5. Effect of ERP in Product
Development?
Answer:
1) Support better (reliable) decision making throughout the
maturing product development process
2) Support efficient sharing of product data between
processes (integrated business process across enterprise)
3) It can be a regulatory requirement to record produce
development decisions
5
6. 1) Better Decision Designers:
Function,
Making Form etc
Manufacturing
Materials,
Etc… Tooling,
Supply
• Product Development is an Chains
information process;
• Functional Business Process
create info that can describe a Silos!!
product and how to produce it
Service Cost
• Cross Functional Decisions occur Information Engineers
throughout the stages of product
development
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Planning Concept System-Level Detail Design Testing and Production
Development Design Refinement Ramp-Up
6
7. 1) Better Decision Designers:
Function,
Making Form etc
Manufacturing
Materials,
Etc… Tooling,
Supply
Integrated
• Product Development is an Product
Chains
information process; Development
Decisions
• Functional Business Process
create info that can describe a
product and how to produce it
Service Cost
• Cross Functional Decisions occur Information Engineers
throughout the stages of product
development
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Planning Concept System-Level Detail Design Testing and Production
Development Design Refinement Ramp-Up
7
8. 1) Better Decision
Making
Cross Functional
Handshakes!
• ERP systems support cross-functional decision-making at every stage of the lifecycle
Eg. PLM Teamcentre and CAD systems
• There are many functional business processes that need to be managed
• Why have functions in product development? They hold the necessary depth of information
and knowledge:
Eg. Designers for form and function
Manufacturers for production knowledge etc
Marketing and sales have knowledge of potential customer requirements and
opportunities
Service Information can reveal a lot about past design quality that could be used to
improve designs
8
10. 1) Better Decision
Making
Contribution (Swift & Brown, 2003)
Cost committed
100%
• Better integrated decision 85% Cost incurred
making EARLY in the
process avoids COSTLY
60% Knowledge
and TIME CONSUMING
changes late in the
development lifecycle
Ease of change
• For Example:
• Design for Manufacture
N
early in projects! e
Conceptual/ Detail Construction System use,
preliminary design and and/or phase out and disposal
e design development production
d
10
11. 2) Efficient Sharing of
Product Data • Using CAD/CAM to create the information that
defines the product and how it can be made
• Models can be shared directly and simultaneously
Analysers:
Flow, Stress etc
Data Used in Business
Designers: Processes
form and function Simultaneously
Across the Extended
Enterprise
Manufacturers:
Production Process
. MASTER DATA .
11
12. 2) Efficient Sharing of
Product Data • Therefore the Lifecycle processes become overlapping:
• This means ERP supports Concurrent Engineering
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Planning Concept System-Level Detail Design Testing and Production
Development Design Refinement Ramp-Up
Phase 0 Phase 1
Planning Concept
Development TIME
Phase 2
System-Level
SAVED
Design
Phase 3 • Faster Introduction
Detail Design to Market
Phase 4 Phase 5 • Earlier Sales Revenue
Testing and Production • First to Market
Refinement Ramp-Up
12
13. 3) Records the Product
Development
Process If this Happens! We can find out why!
• Holding data is often a legal requirement because product developers
can be legally responsible for the products they make
• International Standards exist for documenting product development
decisions (APQP)
• Therefore necessary to know how/when/by who decisions are made
regarding product development.
• This allows businesses to demonstrate an audit trail (due diligence and
rigour)
• And it helps stop any problems happening again once found!
13
14. Industry Challenges
in using ERP
The aerospace manufacturer Rolls-Royce is using PLM systems to manage product
development. It has worked to overcome challenges that many industries face:
• External supports may not create product information in the same standard format- making
sharing difficult
• You still need a strong Integrated Product Team to talk about the design information that is
being shared
• Require training to use/set up Team Centre (Productivity dip)
• Migrating massive amounts of product development data is a resource challenge
14
15. ERP Benefits
Integrated Product Teams, supported by ERP
You can do global product development
Dispersed engineering teams that are strongly linked together
Better Product Development
Faster, Less Costly, Better Quality
Promotes Standardisation of data:
Eg. CAD formats
Engineers across the enterprise work to a standard business process
Keep track of project:
Keeping track of information releases and sharing with a single point of access
15
16. Effect of ERP in
Product
Development?
Answer:
1) Support better (reliable) decision making throughout the
maturing product development process
2) Support efficient sharing of product data between
processes (integrated business process across enterprise)
3) It can be a regulatory requirement to record produce
development decisions
16