Applying the Agile Project Management Methodology

Applying the Agile Project Management Methodology

PPLM:  Ben, you recently participated in a significant Aras PLM implementation effort that spanned most of this past year.  The Agile project management technique was used.  Give us a net-net of what it meant to use this approach. Ben:  Yes, it was a significant effort.  In fact, I can’t imagine not having used the Agile approach.  For this project, the so-called “water fall” approach would have been a disaster.

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Can PLM Measurably Increase Revenues?

Can PLM Measurably Increase Revenues?

As a business owner for 30 years, I’ve developed a few guiding principles about making business decisions.  One of these principles is based on understanding the impact of a decision on the P&L, and visa-versa, identifying what proactive steps I can take to affect changes to the P&L.  A recently published white paper by Accenture parallels this idea (see next article below).  It speaks to the benefits of PLM by highlighting its effect on time to market, reuse, scrap, quality, etc.  It is informative, yet it prompted me to be more definitive.  Can we map the contributions of PLM to the P&L … and what would that look like?  So, I decided to take a stab at this.

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The PLM Maturity Quadrant Explained

The PLM Maturity Quadrant Explained

The vdR Group has recently formulated the PLM Maturity Quadrant as illustrated in the diagram below. The quadrant is comprised of two simple parameters.  The x-axis is referred as the Data Cohesion variable and the y-axis characterizes Process Repeatability.  The top right-hand quadrant represents the ideal PLM environment.  The Data Cohesion variable considers how well data is connected.  The expression “single source of truth” is often associated with the goals of PLM.  This suggests that users seeking to access part and/or product related data can go to ONE place.  The data doesn’t have to be in a single repository, but linkages need to be in place.

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