Get off Your Butt and Get in the Scrum

Have you heard of scrum? Scrum is an agile development methodology often used to develop software. You can read the Wikipedia definition HERE, since they say it better than I could. I also read an interesting post about this called: Agile PM is not Just for Software Projects Anymore.

It has been shown that the scrum methodology promotes transparency and provides greater accountability so that projects get done faster with greater innovation. It sounds a little unnerving, but those who use it in their software development environments have a flexible process that readily supports change. The image below attempts to show this more clearly.

I don’t have time to explain the whole process, but let me try. Tasks are broken up into things called “sprints” that usually last a few weeks. The sprint has a very specific goal that is to be accomplished. During the sprint, there is a daily standup meeting called the “daily scrum”. The daily scrum usually lasts around 15 minutes. In this meeting everyone says what they are doing, and what they plan to do. During this meeting it is not ok to say that you plan to “sit around, take a few office supplies, take a long lunch, then clock out early.” Accountability and transperancy is a large part of the scrum approach.

Once the sprint is complete there are more meetings and more scrums until everyone is happy. When you add in multiple sprints, the process continues until a new innovative software deliverable is ejected out the other end. The whole process makes developing software a much more transparent and flexible activity. The approach assures that what needs to get done is getting done, that changes are accommodated, and that those in charge always know the status of work in process.

The reason I bring this up is that I have recently heard of several engineering product development companies using scrum principles for engineering. In one case they started it as a test, and as more groups saw how successful it was, other groups started using it. I think there is a lot of potential using this type of methodology for product development.

The standard engineering product development process is often filled with long meetings that don’t really accomplish anything. Engineers do not like to explain what they are doing to people, and often do not want to display their activities until late in the design process. Once they finally release something, it requires a prolonged change process. Wouldn’t it be nice to skip some of those late changes by talking them out early in the design process?

I think some of these agile development methodologies could have a very good impact on product development. I am in favor of improving transparency and collaboration in support of more innovative products. I think this would potentially lead to better products with higher quality that get to  market faster.

What do you think?

-Jim

Change Management: The Ghost in the Machine

I recently read a post by Peter Schroer, President of Aras PLM: Change Management: One Size Will Never Fit All. I agree with the challenges he brings up in his post. The practice of change management is very complex, and it varies greatly from one company to another. However, I don't think the biggest challenge is finding software that will accommodate the vagaries of each individual change management requirement. I think the biggest challenge for any company is to take a hard look at their processes, and then find ways to make them more innovative.

In my experience, most companies have inefficient processes, or processes that are not followed, or processes that are traditional and that do nothing to support innovation. The truth is, when it comes to engineering change and other processes, most companies have a real mess. So, before a company runs off and finds a great piece of software that can automate their mess, they should clean up the mess.

Step 1: A company must do an evaluation of their current processes. This means to map out the business as it really happens, not as management thinks it happens. Most companies have large books of rules and processes that people are suppose to follow, but often they are not followed. Find out how you really do business, and carefully determine the optimum way of processing changes and other activities. This will not be easy, or fun, or quick, but it will pay big dividends for your business.

Step 2: Look for software that can accommodate your business. This is where the flexibility of the PLM software is a real benefit. The PLM vendor should not tell you how to manage your engineering change processes. You should be able to tell the vendor exactly what you want. If you are unsure, there are best practices that can help fill in the gaps, like CMII, but it's YOUR business. No one knows better than you what your business needs.

Engineering change management is a complex process. The time you spend making your processes more innovative will have a positive impact on your business. A good PLM system should provide the tools to support complex and innovative processes, and assure compliance in each case. But, it cannot make up for inefficient processes, or for users that are not required to follow the rules.

What do you think?

Cheers,

Jim

PLM Implementations: Start at the Beginning!

Starting a PLM implementation activity can be a daunting task for anyone. I have been reading a couple of articles that mention some of the challenges on this "PLM journey". Read this example of how one company did it. Why is it so hard? Why does it take so long? And, why is it often not as successful as planned? I think there are several reasons why people get less from their PLM implementations than what they hoped. Here is what I think:

Cost

The first thing that most companies under estimate is the cost of a good PLM implementation. After spending multiple millions of dollars on ERP, most companies think that they can spend a small percentage of that on PLM. Why? You should be planning to spend enough on PLM to make it work properly. PLM is at least as complex as ERP, and in some cases it is more complex. Make sure you have allocated enough money to do a good job planning your PLM activities, and you will be much happier with the results.

Remember the old programming adage: garbage in, garbage out? Well, the same applies to your product design activities. If you don't manage the information in a very strict way at the front end of your design process, you won't get good information into ERP; ERP cannot fix that. PLM is the head of the product design beast; don't let the tail wag the dog!

Time

It can take a good amount of time to do all the tasks that are needed for a good PLM implementation: process re-engineering, business requirements gathering, solution selection, cultural change management planning, data migration planning, user acceptance testing, training, and others. These plans take time to create and implement, and if you don't plan well, you just might fail. Spend more time on planning and you will likely spend less time fixing mistakes, and living with disgruntled users.

Knowledge

Most people don't do large scale PLM implementations often. Finding people that know what to do is hard. There will be those that think they know what to do, but you may miss many aspects of a successful implementation. It never hurts to get help from those that do this kind of thing for a living. Often the PLM vendor can be helpful, but outside help from a third-party is often very useful. There are two keys to getting people with the right knowledge to manage your PLM implementation properly: education, and getting outside help from experts.

Education 

Get education for your key PLM people! Let me say that again: get education for your key PLM people! If the PLM team is not on the same page, it will be hard to direct a cohesive PLM implementation strategy. That includes educating your upper management and some executives. Many implementations fail because management has unrealistic expectations, or they do not see the expanded view of PLM. Not one PLM implementation I know of has ever failed because of too much education.

Keep these key items in mind when planning your next PLM-related implementation, and you will have more success and happy corporate PLM users.

What do you think? I would love to hear your experiences.

Cheers,

Jim

PLM is a Team Sport

The other night, as I sat watching Lebron James and the Miami Heat play basketball, I was reminded of PLM. Not because of the excitement, fouls and bad language, but because basketball is a team game. The selection, implementation, and continuous improvement for PLM should also be a team game. Is this the case in your company?

First, we should recognize that the PLM team leader must occupy an important place in your company. The PLM team leader should be someone that is competent and recognized as capable and tenacious. He or she should be able to get the resources needed to make PLM happen in a significant way within the various organizations of your company.

Second, the members of the PLM team should also be subject matter experts and well-seasoned members of their own organizations. They may not spend full-time on the PLM team, but they must always be available to support PLM activities. They must always be looking at how PLM can be used and enhanced in their own organizations, and bring these ideas to the PLM team for future projects.

Third, the PLM team must continue to function even after significant roll-outs and implementation activities have finished. There is always a need for continuous improvement in the PLM space, and there must always be a leading team to make sure this happens. The roll of continuous improvement cannot be assigned to one person; all members of the team, and everyone in the company, is ultimately responsible for continuous improvement.

Best practices have shown that companies with a permanent PLM team have had far greater success with PLM than companies that do one PLM project, and then disband the team. PLM is a team game after all, and you must keep working to make is successful.

What do you think? How is your PLM team doing? Who are they? Where are they?

Cheers,

Jim

RIP: The Death of the PC?

Is the PC dead? How will the next generation of computing look? What impact will this have on PLM? I was thinking about all of these as I read a recent article: So If The PC Is Dying, What Happens With Microsoft Next? I want to change the title to: So If The PC Is Dying, What Happens With PLM Next? What do you think is the answer? I like this quote from the article:

"What PC decline really reflects are changes in the innovation cycle and changes in the workplace. It also illustrates how desktop behavior, just like our preferences on smartphones, has migrated to apps and away from enterprise software suites."

Another great article on this topic, "The PC is Not Dead. Yet." by John C. Dvorak of PC Magazine talks about how technology has made the PC almost too good. What I think he means is that the hardware has gotten so good with storage, display, and other options being good enough for many years to come; there is no good reason to buy a new one. I like this quote from the article:

"The last nail in the dead PC coffin comes from the PC itself. The personal computer, for all practical purposes committed suicide."

Paradigm Shift

No matter where you stand on this issue, there is no way to ignore the paradigm shift that is happening across the computing industry. New, more portable devices with lots of power are in user's hands. Every day we see new ways to use apps, the cloud, big data, and other technologies to make computing easier. The old style of computing is wearing thin: monolithic programs that are hard to learn, infrequent updates, and resource hogs.

COFES 2013

Even Microsoft (MS) is starting to get into the game, at least as far as devices are concerned. At the recent COFES 2013, MS was there presenting Windows 8 and CAD/PLM applications running on 12+ devices. With Windows 8 on many devices you can now start using full-powered PLM solutions on laptops, tablets, phablets, and probably many other devices in the near future.

Collaboration Unchained

What does this mean for PLM? I don't have all the answers yet, but I think it will have a big impact on collaboration, for one thing. In the past, unless you had a powerful workstation at your disposal, you could not really participate in the PLM activities at most companies. Now there will be more opportunities for many people to interact and share information as the design process progresses. Like crowd-sourcing, this will provide the ability to entertain more new ideas, from more people, and include more options in your design process.

Vendors Beware

Vendors had better get ready for the brave new world of PLM. In the future there will be far less toleration for monolithic programs that require tons of resources to support design activities. Users will expect more app-like behavior, and more simplified interactions with information on many devices. Those vendors that persist in offering the same old style of solutions for PLM may see their customers going somewhere else to find a much better PLM experience.

Conclusion

So, what direction is your company taking with PLM? Are you looking for a better way to do things? The technology is coming...are you ready?

What do you think?

Cheers,

Jim

Email: "I'm Not Dead Yet!" PLM: "But, you're not well!"

I recently read an article about the demise of email. The article was titled: "The death of email: time for leaders to get social". In this article, they referenced a report titled: Social media and employee voice: the current landscape from the Chartered Institute of Personnel and Development (CIPD). The report made the following point:

"Employers are urged to recognize that social media drives collaboration and transparency, and those who do not embrace it will find themselves at a disadvantage."

I am seeing this more and more in various places on the internet. It is also true for PLM. There is no better platform for sharing and collaborating than the ones that are used to support social media. A Facebook style of interface provides an easy way for engineers and others to collaborate and share information during the product life-cycle.

Another interesting snipet from the report:

"Findings revealed that senior leaders are often unable to grasp how social media works and the power of the data it can generate."

I have found this to be true myself. When I educate people about how PLM can improve their business, I often mention social media. Most company executives scoff at social media as just a toy, or a large time-waster. When I ask them if they use any of the social tools, they say things like: "Well, I tried Twitter once, but I just don't get it." or "My kids use Facebook, but I don't really have time for that." The implication is that it is a toy for small children, and it does not have value.

I also liked this quote from Jay Larson at Jive software:

"Today, if a CEO sends out an email message, how do you know who read it? How do you know who hit delete? How do you get feedback? You don't; you send it out to the ether and hope for the best."

Today, there are many PLM-based tools to support collaboration and sharing information throughout the enterprise. All of these tools are better than email for bringing people together. It has also been shown that when more people are involved with PLM, there is greater innovation. Dassault Systemes has their SWYM platform; PTC has Windchill SocialLink; Siemens PLM has Teamcenter Community, and the list goes on and on.

Check out some of these, and see how they might be used in your business today. Believe me, your competitors are working on this now, and you may be left in the dust. Email won't be dead anytime soon, but there are much better tools to support collaboration within the PLM environment.

What do you think?

Cheers,

Jim

Time for Some PLM Spring Cleaning

I finally think spring is here! I could be hallucinating, but I don't think so. I am starting to see flowers, and blossoms, and people on the driving range, so spring must be here. Just thinking about spring makes me feel happy and all warm inside! If you're like me, it's time for some spring cleaning as well. If you need some tips to help with your spring cleaning, you can look here. If you need some tips to help with your PLM spring cleaning, keep reading:

Communication

First, take a look at how your Engineers communicate among themselves and with others: Do they use email only? Do they yell over the cubicle walls? Can they chat easily with others, especially with remote users? Is there a way for people to share information easily? Maybe it's time to look at better ways of communicating in your company. There are many tools today that allow information to be shared just as you would with social media. Facebook, Twitter, Linkedin, and Youtube are all ways that people share information when not at work. There should be some similar kinds of internal tools that allow people to communicate better. Putting in place a more robust framework for communication will have all kinds of positive benefits.

Finding Information

Next, think about how people search for information in your company: Can people go to one place and find everything they need to do their job? Is your company filled with multiple disconnected databases that require multiple searches from various systems to actually find information? Are there still people inputting manual data into your systems? Do you still rely on MS Excel spreadsheets for important product information? Do people still have important information stored on their personal laptops or other devices?

All of these challenges can be reduced with a strong integration plan. Manual data entry should be the first activity to vanish. Manually entering information will lead to mistakes and impact product development. There should also be some very serious rules about keeping important information on personal disk drives; this should never be allowed. Getting rid of Excel spreadsheets should also be a top goal of any business. Working on these areas will provide a much more efficient environment for information sharing and tracking.

Managing Change

Finally, you should look at how people manage change in your organization: Do your engineers kick off a custom ad-hoc workflow whenever there is a change? Do they keep all changes until the very end, and then release them in a lethal flow of paperwork? Do you have too many change processes? Can you track your change processes easily (and, by that I don't mean on a spreadsheet)? Can you see at any time how a change will effect your product requirements? All of these challenges may be sucking the efficiency out of your business.

Implementing good configuration management processes in your company can have a powerful affect on everything you do. Don't try to do everything at once, but take one step at a time and you will soon see some powerful benefits. Keeping an eye on change processes will allow more changes to be processed more quickly, and will ultimately lead to better, more innovative products, with higher quality, that get to market faster with greater customer satisfaction; and who doesn't want that?

So, keep working on that spring cleaning, and in no time at all you will have your house in order.

What do you think?

Cheer,

Jim