How to move from PLM Legacy to PLM 2.0?

2.0-largeI think enterprise software is a lot about lifecycle. Most of enterprise software projects have a long implementation lifecycle; require time for  implementation, deployment and training. Following modern 2.0 trends, PLM 2.0 is expecting to change this trend, provide more agile, open and lean the environment. In other words, “PLM 2.0 offers industry what Web 2.0 offers the general public”. But I’m asking myself… how will it happen tomorrow? Product Lifecycle Management is not a tool, like a mobile phone, a laptop or even database server that can be replaced. PLM is software that accumulates corporate knowledge, processes and intellectual property. How companies will be able to move from today’s legacy to tomorrow’s PLM 2.0?

I think that the following PLM capabilities might enable future move from PLM Legacy to PLM 2.0:

1. IP Representation

Today’s PLM system accumulates a lot of product knowledge. Future coming system needs to manage this IP and be able to absorb existing corporate knowledge. Similar to the new CAD system which needs to be able to open models created by previous CAD, PLM 2.0 needs to be able to work with IP created by current PLM/PDM system.

2. Process Streamlining

From my point of view, organizational processes  can not be changed in one day; many of today’s PLM implementations were not successful because they have tried to change the way companies had been working, in one day. This is impossible, in my view. So, PLM 2.0 needs to be capable to handle process transition in an organization.

3. Granularity.

I don’t see PLM 2.0 as a big universal tool. I believe PLM 2.0 needs to be deployed step by step and optimize existing PLM and enterprise environment in organization.

So, these are my thoughts about PLM 2.0 transformation. What are your opinions about them? I’d be happy to discuss.

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8 Responses to How to move from PLM Legacy to PLM 2.0?

  1. Bhushan says:

    Hi Oleg,
    I agree to – “PLM implementations are not successful because they have tried to change the way companies had been working, in one day”

    I think for any process change it takes some time. To have a successful PLM Deployed – it should be adopted not implemented.

    I think PLM should not be implemented it should be adopted.

    – Regards,
    Bhushan

  2. Gerry Charest says:

    In most small and medium sized companies new PLM implementations often requires a paradigm shift as many of the disciplines processes and procedures are not fully in place or understood. While the PLM benefits are great, the rigor added is often met with resistance till the benefits can be realized. The operative word in all this is CHANGE. Something humans resist by nature. As you so aptly point out this is a pill best chewed not swallowed.

  3. Bhushan, Thanks! I think “adoption” is a key. However, most of the products today are promoting “best practices”. Which brings customers to the point when they have to change what they are doing… don’t you think so?

  4. Gerry, Liked you “Chewed not swallowed”… this is bringing me to the point of steps that need to be taken by organization “to swallow” and type of software we need to provide to support this “swallow process”… :)… Best, Oleg

  5. Kuldeep says:

    Very well said by bhushan…PLM implementation is excercising procedure and should be adopted positively…it’s to be taken as a learing initiative by all…PLM is not a CHANGE in what you are doing….it EFFICIENCIES what you are doing so that we all can do more… :)

  6. Kuldeep, In most of today’s implementation, PLM is changing business processes. This is reason, why adoption is slow, in my view. Tools like MS Office are not pretending to change business process and they provide “feeling of ownership” to users, therefore adoption rate is much faster… Thanks for your comments! Oleg

  7. Martijn Dullaart says:

    On high level PLM processes are very similar. However the devil is in the details.
    Often the tool supports a certain process but the way of working within the tool is not as the user wants it or does not really accommodate the user.
    The mindset of the user community is something that influences a successful adoption of PLM in a big way. And mindset is a difficult thing to change/manage. Basically you have to prove that PLM will work for them.

    A PLM tool or set of tools is not really the problem here, of course you need certain functionality and reporting and performance but that is a whole different discussion.

    I think you need a clear vision and strategy regarding PLM, be very clear and transparent about this vision and strategy and involve the users from the beginning. And have a business case that describes what’s in it for me and what’s in it for the company.

    Secondly you need to listen, listen, listen and adopt/change/fine tune the PLM adoption plan accordingly. Basically you need to give the users the feeling that they (partially) have ownership of the situation. To put it in your words Oleg.

  8. Martijn, thanks for your comments! Yes, ownership is a key. I think we have lots of strategy and vision articulated by many vendors and analyst communities. But we have lack in “feeling of ownership”. People are comfortable with Excel and feel discomfort with PLM tools….

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