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* Welcome * Welcome to 2PLM, an e-zine distributed about every two weeks. This issue includes :
by Roger Tempest The PLM User Forum launch in Reading and Cleveland gave users the chance to meet and work together in much more detail than has previously been possible, and three clear themes have emerged. The first, as might be expected, concerns the challenge of implementing PLM within a large enterprise. Users face many different problems and constraints, but have one overriding need in order to overcome them - and that is to have a way of demonstrating the measurable commercial impact of PLM on the business. The second relates to PLM itself, as a body of knowledge and a management discipline. Despite all of the experience of the past few years, PLM knowledge is still embodied in "islands of expertise" (in exactly the same way that "islands of automation" used to exist). There is a need for formalisation and the development of standards, so that an agreed best practice approach can be followed and so that PLM implementors have a clear roadmap and toolset to work with. The third relates to the wider PLM industry. Its current fragmentation, or lack of coherence, does not serve users well - in fact, it represents a massive wasted opportunity. Even a small amount of industry cooperation would develop a momentum for improvement that would boost progress and help individual implementations past their roadblocks. These three themes can be combined into a single way forward for the industry as a whole. The user-only PLM User Forum meetings are only part of the picture, because the way forward needs to involve everyone - users, vendors, integrators, consultancies and researchers. A fully-fledged PLM User Initiative in 2009 could combine vendor support and user interaction in a way that actively develops the industry. With funded collaboration, serious and detailed work could be done to bring together the knowledge that already exists around PLM metrics and standards. The act of collaboration would help the participants directly, because it would share ideas and apply common expertise to their specific implementation issues. The results of the collaboration would help the industry at large by providing the 'armoury' to show that implementations are run effectively and are highly valuable to the business. As collaboration continues it will create a focal point for PLM improvement and a higher profile for PLM itself. This will encourage companies to develop their PLM, and generate wider understanding and acceptance. As knowledge becomes formalised, other bodies could become involved including national user associations and general standards organisations. This creates a virtuous cycle in which more information and clarity generates more action in more areas. Approaches that work in one geographical region can be replicated in another, increasing the take-up of PLM. Approaches that work for smaller enterprises can be crystallised to extend the adoption of PLM by SMBs. And with a common view of PLM, the research community (which is currently dormant) can be mobilised with projects that will underpin the PLM we will need in 5 or 10 years' time. Gareth Evans of HP is one who supports the idea: "It is part of the HP philosophy to work with industry initiatives and make constructive use of the benefits that they generate. It helps us to understand our customers more deeply, and be sure of the services that we offer. Also, as a product development company ourselves, we would value the neutral PLM reference material that the User Initiative should produce." Just as there is an upside to collaboration, there is a downside to inaction. If PLM is seen as peripheral to the business then there could be a much greater downturn in the PLM marketplace during 2009 than any general recession. Action needs to be taken now. Roger Tempest is co-founder of the PLMIG. You can find out more about the issues arising from the User Forum launch at userinitiative@plmig.com. 
* Mandarin Edition of Leading PLM Book * The most widely read English-language book about PLM, Product Lifecycle Management: Paradigm for 21st century Product Realization, is now available in Mandarin. 
Customer Reviews of the English-language edition of Product Lifecycle Management: Paradigm for 21st century Product Realization on Amazon include: A Classic Book on PLM (April 20, 2008) "I've only gotten through the beginning of the book but I can say that it is very well written, divided into many small chapters to help find any specific topic." Up to Date Overview of PLM (January 22, 2007) "I highly recommend this Book. A clear and complete Overview about PLM from Definition to Implementation. Strategy, Barriers, 'Reality Check' and a View into the Project Management of PLM." Recommended for PLM Project team (April 15, 2006) "We got 4 books on PLM for our project. This cost most but was best value. Lots of details about reasons and benefits for PLM, how PLMs evolving, helpful hints about how to run the PLM project, how to make the business case. Good case study examples, a maturity model to help positioning, explanation of difference between PDM and PLM, stuff about how and why people may resist. Lots of good material, lots of details, useful different views of PLM." A Goldmine (January 23, 2005) "This is a goldmine of high-value material with rich veins of knowledge and experience. It will be highly valued by readers in the Manufacturing sector handling the complexity of developing, supporting and managing products in the global economy." Best of Breed PLM book (November 10, 2004) "I bought this book approximately one month ago. I hesitated because of the price, but finally took the plunge and dived in. Now I recommend it to everyone involved in Product Lifecycle Management. It changed how I saw PLM. If you're in PLM, then it's the book for you. It's good for PLM people whoever they are, users, managers, vendors, integrators, universities, students. It's more than 400 pages long and I consider there's not a page which isn't great value. What is so great? To start with the book is well-structured, readable, and full of useful information, experience and wisdom. There are all kinds of various sections and lists to help you to understand why PLM is necessary, what it includes, its components, examples in various industries, characteristics of a PLM project manager, systems and vendors, why PLM appeals to different managers, and so on." Order Product Lifecycle Management: Paradigm for 21st century Product Realization here.
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