The Top 7 Posts of 2013

As the year comes to an end, we inevitably think of where we've been, where we are, and where we're going. To help you along, I offer this look back at the top post of 2013. Looking back is only good if it helps us move forward, so take a look at these posts, and then go and get it done with PLM in 2014.

Configuration Management

Let's start with the 7th most popular post from 2013. Actually it was very close to a tie, so I will introduce these two together. The Basics of Configuration Management - Part I and The Basics of Configuration Management - Part II were very close. As a bonus, let me throw in The Basics of Configuration Management - Part III. This proves my point that configuration management is poorly understood by most companies. Even if a company has taken the time to understand and implement a good configuration management practice the rules are often not enforced, and usually not followed. Take these three posts as a guide to doing a better job with configuration management in 2014. You might also enjoy a related post: Change Management: The Ghost in the Machine.

Cultural Change Management

My impression over the past year is that one of the most challenging activities related to PLM implementation is cultural change management. Often, it is not even considered until the solution is rolled out and in the hands of the users; this is too late! Take my post Cultural Change Management, or How I Saved PLM as a good example. I wrote this in a short story format, and I think you will like it. If not, at least it's short.

PLM Education

I am a big proponent of PLM education. Virtually every company I have visited this year needed more PLM education. Keep this in mind for 2014 and put PLM education in your budget early in the year. The 4th most popular post from 2013 was this one: PLM Education Done Right in 3 Easy Steps. Follow these steps to get the most from PLM.

How to Measure the Value of PLM

We often do surveys, and when we ask for the top impediments to PLM, one of the top answers is always measuring PLM value. Without a way to measure the value, it is often hard to get upper management to invest in PLM. The 3rd most popular post of 2013 was How Can You Measure The Value of PLM, which, it turns out, is a very good question. Without some way to measure the value of PLM there is no way to evaluate your success, and plan for future updates. Keep this in mind as you plan your changes in 2013, and find a good way to measure this important aspect of your business.

Social PLM

There have been many posts about social PLM, or how social tools will impact the activities that are traditionally part of PLM. But in my experience, the impact of social PLM has been very low, or nil. Why is this the case? I dove into this question in my post Why Has Social PLM Failed? I think we will see a better meshing of PLM and social tools in 2014. There certainly is an opportunity to enhance PLM with social tools, but PLM vendors will need to do a better job of integrating these tools into their solutions. This may take some time, but we will see it some day; I just hope I live long enough. You might also want to read a related post: Why is Social PLM DOA? I like the graphic I used here; very creepy.

PLM vs ERP

I am amazed how often I am asked about the difference between PLM and ERP. There exists a very different set of views on this topic depending on who you ask. I addressed this in my most popular post of 2013: PLM vs ERP: Can't We All Just Get Along? This was an attempt to give some clarity to this polarizing topic. I think companies need to come together and decide where they will put the dividing line. Obviously it is not a clear demarcation, and there will always be some overlap. Just agree and then implement consistently to get the best results.

Conclusions

So, there you have it, the top posts from 2013. I hope that 2014 will be a very successful year for your PLM implementation. No matter where you start you can always improve, and PLM can have a dramatic effect on your bottom line. I wish you all the best in the coming year!

Don't forget to read one of my favorite posts from 2013: Email: "I'm not dead yet!" PLM: "But you're not well." I really like that one!

Cheers,

Jim

Is PLM a Dirty Word?

The other day I met a lady who is in charge of a new PLM selection activity at her company. She told me they are not calling it PLM this time; they are calling it Product Innovation Initiative, or something like that. She said they had tried PLM at least 4 times before and it never worked. Now, if they use the name PLM no one will take it seriously; PLM is a dirty word.

Is PLM a dirty word in your company? Have you tried to implement some kind of PLM technology, only to fail time after time? With a sound approach to PLM you can avoid the problems that prevent your company from realizing the many benefits of PLM. The following ideas will assure PLM success:

PLM education for everyone 

Start with the executives. Educate them so they know the basic premise of PLM, and the value. Then, get the rest of the people on the bus with education that helps them understand how PLM will help them with their jobs. No one can ever do too much education!

Do a cost benefits analysis

This allows you to understand where your business is today so that you can compare the results after PLM. This also provides an excellent tool to convince management to invest in PLM. Without these numbers, no one will have any ideas of what benefits can be expected from PLM, and how they compare to your initial status. This will also result in metrics that can be used to measure future PLM activities.

Use a proven, repeatable methodology for PLM selection

When it comes to a PLM selection methodology, most people just wing-it; or they use a methodology provided by their favorite vendor; or, they use a methodology from a VAR with a bunch of people looking for implementation work. None of these is the optimal way to evaluate PLM. You need a methodology from a trusted neutral partner that can help you through all the challenges of PLM selection. If you cannot find such a partner, take a look here!

Adequate implementation planning 

Often, once the PLM solution is seceted, the roll-out happens with little planning. Many aspects of PLM are affected by the implementation steps. The best solution selection activity can be derailed by a poorly planned implementation. Without proper planning you might forget some important items: data migration, user acceptance testing, pilot testing, timely education, cultural change management and other items. These items can cause PLM to fail, and give users a negative perception of PLM.

By following these steps you will have a greater chance of success with PLM. Don't just take my word for it. There are many examples of companies today that are enjoying the benefits of a successful PLM implementation; why not join that club.

How has PLM been accepted in your company? Let me know, and perhaps share your success!

Cheers,

- Jim

5 Signs Your PLM Implementation is Headed for the Pooper

"Do you have any PLM experience?" the HR person asked. "A little", I replied. Thus began a 5-year odyssey to implement PLM at a large company that shall remain nameless.* During that time, I learned many things. Mostly, I learned what not to do when implementing PLM. I would like to share 5 things I learned the hard way, while watching my PLM implementation go right down the pooper.

Does this sound familiar: You get to work, there are numerous emails that require your attention, but the most pressing is the note that tells you the PDM system is not working. No one can check anything in or out. Then you realize that without this key ingredient, none of the other areas of your PLM implementation will work, since you are dependent on "a single version of the truth"; then, things go from bad, to worse.

That was my experience one fine day, but I digress. Below are the five things that I think will help you avoid the problems I had with my PLM implementation:

1) Ineffective Training - In our case, we trained the users, but because the initial deployment was delayed, the users mostly forgot what they had learned. The business did not see any need to re-train, or spend any money on cross-training with other users in manufacturing planning, supplier management, or service. That meant those who were trained did not know the system very well and their collegues in other organizations did not know it at all. If I had it to do all over again, I would train all business organizations about PLM, and then make sure the specific tool training was done on a more timely basis.

2) Neglecting a Cultural Change Plan - We spent very little time worrying about cultural change. This meant that when the initial system was rolled out, we had a lot of push-back. Many users did not like the new way of working, and we did not engage most of the people before-hand. The lesson I learned here is to make a cultural change management plan early in the planning process, and get many people involved early so there is not a wholesale revolt when the new system is deployed.

3) Data Migration Kicked our Butt - We listened to the vendor, and did not plan much effort for data migration. We were under the impression it would be "automatic". Sadly, this was not the case. Part of our initial delay was the lack of data we needed to run our new PDM system. If we had understood all the time it can take to do the data migrating and cleansing and testing, we would have started it long before we did. Data migration always takes longer than you think.

4) PLM Value was Not Well Understood by Management - We did not do a lot of work up-front to try and quantify the benefits we would get from PLM. We had some money, and we wanted to spend it on PLM, that was about it. We should have done a cost-benefit analysis up-front so we had a good baseline. Then we could have always shown management the benefits we were getting from PLM. As it was, we went back after the fact to try and quantify this, but it was really hard. To this day we still do not have a good handle on the benefits we are getting from PLM.

5) The PLM Team was...Me - We tried to put a PLM team together but because upper management types did not really understand the potential of PLM, we could never get any people to help. So, it fell to me to make PLM happen. I did have help from the vendor, and a few others, but I did not get much help from our various business organizations. That is one of the biggest lessons I learned: you must have a cross-functional team to implement PLM. All the people must feel like they have some "skin in the game". Otherwise, when you implement the final solution, there will be major groaning and complaining.

So, there you have it. I learned many more things during this odyssey, but these 5 are some of the highlights; or should I say low-lights. I hope it is helpful. PLM can be a great boon for your business, but you have to do it right. Take my experience, and use it to avoid your own problems.

What do you think? Have I missed anything you believe is important?

Cheers,

Jim

* - These experiences represent several people from various companies around the globe. Can you relate?