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Key Success Factors and Strategic Planning for a PLM Project

Key Success Factors and Strategic Planning for a PLM Project. Philippe GAUTREAU Souheil KARAM October 26th 2012 MONTREAL. Objectives. Share with you PCO Innovation vision of PLM Share key success factors implementing PLM project

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Key Success Factors and Strategic Planning for a PLM Project

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  1. Key Success Factors and Strategic Planning for a PLM Project Philippe GAUTREAU Souheil KARAM October 26th 2012 MONTREAL

  2. Objectives • Share with you PCO Innovation vision of PLM • Share key success factors implementing PLM project • Share PLM projectsbreakdown activities for PCO Innovation • Share our best practices and methodology

  3. Agenda • Our vision • Main challenges • Key success factors • Project breakdown activities / highlights • PCO Innovation Lean Delivery Model • Conclusion

  4. Our vision • Starting from scratch, upgrading or extending an existing PLM implementation, a PLM project is an opportunity for the company • To improve the performance of current activities • To benchmark their internal processes • To be inspired by best practices • To implement new tools to support business activities • A PLM project is mainly a business transformation for the organization

  5. PLM projects main challenges • Lack of vision / vision not shared • Not enough implication of sponsors • Very ambitious projects with limited means • Integration and decommissioning not anticipated • Problems in turning business needs into specification • Adoption managed by customer with lack of know-how • Gaps between PLM solutions and business requirements • Meeting Project Cost, time and quality • Heavy customization – OOTB approach not accepted

  6. PLM projects key success factors • Position project at enterprise level • Strong project execution • Manage change • “Out of the Box” approach • IS governance : interface and migration • Effective Application Management services

  7. PLM project breakdown activities Strong project execution PLM project management • Position project at enterprise level Opportunity study Define Project boundaries Business Process Re-engineering “Out of the Box” approach Application Management services • PLM • Roadmap PLM Architecture • PLM • Vendor • Selection • Solution • Architecture • Solution • Configuration • Solution • implementation • Level 1 • Support • Level 2 • Support • Level 3 • Support • IS governance : interface and migration Interface Strategy • Interface • specification • interface • development • interface • integration Migration Strategy • Data • Cleansing • Migration • Tools • development • Data • migration Manage change Adoption plan : Coaching, communication, training

  8. Highlights : Position project at enterprise level Activities • PLM is a business transformation for the company • Well define boundaries related to strategic goals • PLM is an opportunity to improve business process • Middle management involvement Opportunity study Define Project boundaries Business Process Re-engineering TIPS • Lack of sponsorship • No arbitration • Think local vs global Workshop for Accelerated Strategy Alignment & Business Improvement RISKS

  9. Highlights : Strong project execution Activities PLM project management • Use the good methodology : agile or not agile ? • Manage requirements from beginning to the end • Secure your project with quality management • Project repository for knowledge management TIPS • Agile doesn't avoid requirements definition • Scope creep • Key resources getting promoted to other projects RISKS

  10. Highlights : Manage change Activities Adoption plan : Coaching, communication, training • Change includes processes, organization and tools • Communication and training must be adapted on each project phase with appropriate media • It concerns all levels of the organization TIPS • non-achievement of business goals • Under estimation of charge • Start change late in the project • Lack of support for an OOTB approach Motivation Adoption Practices Strategy RISKS

  11. Highlights : “Out of the Box” approach Activities • Early feasibility check with Mock-Up • Agile approach with ad-hoc tooling • High knowledge of OOTB capabilities to support business/solution convergence TIPS • PLM • Roadmap PLM Architecture • PLM • Vendor • Selection • Solution • Architecture • Solution • Configuration • Solution • implementation • Requirements / OOTB divergence • « Dark Twisty Turn-filled Tunnel Syndrome » • Rejection of the solution by users ECO System of INTegration PCO University SW vendors Partnerships RISKS

  12. Highlights : IS governance Activities • Analyze existing IS Infrastructure • Define data transformation and validation strategy • Define end to end data exchange • Coordinate and manage the business processes. TIPS • PLM is not the only IS • Migration of “Legacy” data is often underestimated • No resources for data cleansing Interface Strategy • Interface • specification • interface • development • interface • integration Migration Strategy • Data • Cleansing • Migration • Tools • development • Data • migration RISKS

  13. Highlights : Application Management services Activities • Service Level Agreement level 1 : user support • SLA level 2 : improvement management (expertise) • SLA level 3 : evolution management TIPS • Level 1 • Support • Level 2 • Support • Level 3 • Support • Support a 24/7 system in an international context • Traceability of the “as maintained” • Gap between PLM and evolutions of business needs Dedicated maintenance service centers on main PLM technologies RISKS

  14. Lean Delivery Model Overview Strategic Roadmap / Enterprise Architecture / Decommissioning Stream • Program Management / Convergence Stream Business Transformation (BPM / Change / Roll-out) Stream Release 1 Release 2 Components Commitment 1 1 Sprint 1 Sprint 1 3… 4… Sprint … Accep-tance … …… SolutionDesign Alignment 2 • Sprint 1 Sprint 1 2 … 4… Sprint … Accep-tance … …… 3 Sprint 1 Sprint 1 3 Sprint 2 Sprint 3 Sprint 4 Sprint … Accep-tance Sprint 2 … Backlog Backlog Requirements • Mock-up Continuous Integration • SW Architecture IT Architecture Stream Migration Factory Streams eligible to Offshore/ Nearshore Complex Development / Interfaces Factory Learning Factory LeanDeliveryModel

  15. Conclusion • New Challenges for you : • PLM ambitious vision & global transformation programs • New Solutions from us : • Industrialization / best practices / cost optimization with PCO Innovation Lean Delivery Model • Business Transformation • (Change Management pragmatic methodologies) • Industrialization • (PMO, ECO INT, ECO MAPS...) • Expertise & • Return of experience • PLM Staffing Capacity • Flexibility • Reactivity & • Pragmatism

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