October 26 2009
2PLM

John Stark Associates


Volume 12
Number 16




Page 1
- Welcome
Page 2
- News
Page 3
- Brief lines

* Welcome *
Welcome to 2PLM, an e-zine distributed about every two weeks. This issue includes :
  • PDM Project Management: A New Approach
  • More on Efficiency
* PDM Project Management: A New Approach *
by Roger Tempest

While the ideas for a PDM meeting are still simmering, let's continue the theme of "working on PDM".

Moving PDM forward requires project management, on a large scale and with hundreds of inter-relationships. It is not just a matter of scaling 'project management' up to become 'programme management' - there are complexities to PDM that almost need a brand new discipline.

Conventional project management is based around setting logical milestones, achieving them, and then being ready to move towards the next. There should be "stages" and "gates" and review panels and project boards and checklists. The aim is to make everything as clear and well-defined as possible.

For PDM, this is a remarkably inefficient way of working. There are so many technical issues that depend on each other, in many different areas, that to wait for each area to complete before all its dependents can start builds up a massive time delay. With this conventional approach, two things are possible. You either take shortcuts to produce "finished" documentation early (which means glossing over some significant issues "until later" - which usually means "until never"). Or you accept the inevitable over-run.

What PDM really needs is a kind of "project soup", which cooks all of its ingredients together in draft form for as long as possible, maturing them in synergy, until it is ready to be served and the true finished documentation can be produced.

The problem with an integrated, synergistic, practical approach to such as this is that it is counter-intuitive. Its working material stays in rough format (diagrams, notes, flip chart pages and draft documents) for a very long time. This makes it difficult for those who are monitoring the project, such as a steering committee, to understand what progress is being made. It also makes it difficult for people within the project team to understand what they should do next.

A large PDM project will include many people who are involved part-time, or in a particular technical or geographic area. If they sit and wait until they are given a clearly-defined specification of what they should do next, their part of the project will stall. They need to be given guidance and motivation to start those parts of their sub-project that can be done with the information they know. They need to get used to working with "ugly" documentation until the later stages of the project; and the project team in turn needs a draft documentation framework that makes the ugly documentation as informative and integrated as possible.

The need for this kind of project management methodology is very real if PDM projects are to run efficiently, and everyone within and above the project is to understand what is happening. A PDM Project Management approach needs to be formalised that minimises the inherent problems, and captures best practices that have been learned in the field.

The PLMIG will cover this in more detail in the next issue of the PLM Journal which is due for publication in the next fortnight.

Roger Tempest is co-founder of the PLMIG. You can send your comments or input via pdm_management@plmig.com



* More on Efficiency *
by Scott Cleveland

On a lighter note .... In a meeting today, someone shared some business advice. They said there were 4 steps to success. I will share them with you:
  • Do lots of Stuff
  • Stop doing the Stuff that doesn't work
  • Do more of the Stuff that does work
  • Do more Stuff
My Thoughts....
We all laughed at this, but .... Let's apply this to your business processes.

When I look to improve a business process, I go through these 5 steps.
  • Document the existing process
  • Confirm that it is documented properly (do a walk through)
  • Measure the current process
  • Make improvements to that process
  • Measure the results - repeat
Doing this analysis identifies the Stuff that you are doing.

To improve the process you will stop doing the Stuff that doesn't work. You will eliminate non-value added tasks and you could outright eliminate some activities.

To improve the process you will do more of the Stuff that does work like automating some activities and redesigning some activities.

All resulting in decreased costs and improve productivity.

You could build a sustainable competitive advantage by increasing productivity and finding ways to deliver new value to your customers ..

Your Thoughts....

Is your company still doing Stuff that doesn't work?

Scott Cleveland is VP Sales & Marketing, Ingenuus Software.



Page 2
News
* Corporate *
Mentor Graphics Corp. and Valor Computerized Systems, Ltd. announced an agreement for Mentor Graphics to acquire Valor. Details

Metris announced it has become a wholly-owned subsidiary of Nikon Corporation. Details

Symphony Technology Group announced it has completed its acquisition of MSC.Software Corporation. Details

* Financial *
Altair Engineering, Inc. announced that ATR INGENIERIE has selected HyperWorks. Details

AVEVA Group plc announced a trading update. Details

* People *
Avatech Solutions, Inc. announced that Lawrence Rychlak has been promoted to President of Avatech Solutions. Details

MSC.Software announced the appointment of Dominic Gallello as CEO. Details

* Implementations *
Altair Engineering, Inc. announced that ATR INGENIERIE has selected HyperWorks. Details

ANSYS, Inc. announced VSE Volumentechnik GmbH uses tools from ANSYS. Details

Cadence Design Systems, Inc. announced that SHHIC has adopted a range of Cadence solutions. Details

Catalog Data Solutions announced that E.Drive Inc. selected its online CAD download solution. Details

Dassault Systemes announced that Anadolu Cam Sanayii A.S. uses CATIA software. Details

Dassault Systemes announced that CHIDI has implemented Dassault Systemes' PLM solutions. Details

Mentor Graphics Corp. announced Fujitsu Kyushu Network Technologies Limited chose the Catapult C Synthesis tool. Details

Verisurf Software, Inc. announced an agreement with Space Exploration Technologies. Details

WFX announced that Edge Accessories UK has signed on to use WFX Web PLM. Details

Zuken announced Norbit signed an agreement to transition their PCB layout and system level design environment to CR-5000. Details

Z Corp. announced that M7 purchased a Z Corporation ZScanner 700 PX. Details

* Developments *
Adlib Software announced its new product, PDF for SharePoint. Details

CNC Software, Inc. announced the release of Mastercam X4 Wire. Details

Delcam announced the first version of its PowerSHAPE CAD system to incorporate the Parasolid kernel. Details

Elmo Solutions announced a Windows 7-compatible version of its Agni Link CAD-ERP data integration solution. Details

Fishbowl Solutions, Inc. announced HPGL Compare as an add-on to linkTuner. Details

Flowmaster announced Flowmaster V7.7. Details

Flow Science announced the release of FLOW-3D Version 9.4. Details

Informative Graphics Corp. announced launch of both Brava! Enterprise and Redact-It Enterprise for Microsoft SharePoint 2007. Details

Kubotek announced new features for KeyCreator Version 9. Details

Lectra announced the launch of Lectra Fashion PLM V2R1. Details

PTC announced the launch of CoCreate 16.5. Details

Rasterex Software announced the release of RxAutoImage R10. Details

Shapespace announced the development of PartBrowser Enterprise. Details

Zuken announced CR-5000 Lightning 12.0. Details

Z Corp. unveiled the ZPrinter 350. Details

* Relationships *
Flowmaster announced a distribution agreement for Flowmaster V7 software for the Russian and CIS market. Details

Informative Graphics Corp. announced a partnership with Clearwell Systems. Details

Mentor Graphics Corp. announced a partnership with Aeroconseil. Details

NEi Software and Firehole Technologies announced a software integration and distribution partnership. Details

NEi Software announced a partnership with DRS. Details

SAP AG and Open Text announced expansion of their strategic relationship. Details

Sescoi announced it appointed two new resellers in India for WorkNC. Details

ShapeSpace and AESSiS announced a collaboration agreement to enhance 3D shape and attribute search capability. Details

Siemens PLM Software and TCS launched software for SH&F manufacturers and retailers based on Teamcenter software. Details

SIMPOE SAS announced that SIMPOE has signed a partner agreement with Siemens PLM Software. Details

SolidProfessor announced four years of partnership with Geometric Technologies, Inc. Details

Spatial Corp. announced that PowerDELTA uses Spatial's 3D InterOp. Details

Think3 announced an alliance with EniT. Details

* Other *
ANSYS, Inc. announced it has been named to the 2009 Technology Fast 500. Details

Autodesk, Inc. announced support for Windows 7. Details

Barry-Wehmiller International Resources announced an agreement with think3, S.r.l. for the transition of its India-based engineering services division serving the European market. Details

CD-adapco announced it is providing software and services as part of Dassault Systemes' "Passion for Innovation". Details

Dassault Systemes announced it will continue its support for CATIA Version 4 Release 2.5 until December 31st, 2011 for all customers current with their standard support charges. Details

DSM Somos announced that two of their materials meet ISO 10933 standards for use in medical device applications. Details

Nemetschek North America announced its first Service Pack for the Vectorworks 2010 product line. Details

PARTsolutions, LLC and Hamilton Caster announced an expansion to their 3 year partnership. Details

SensAble Technologies, Inc. announced that Cork University Hospital is leading clinical trials using a haptically-enabled computer simulation system for testing physician competency in administering spinal anesthesia. Details

Siemens PLM Software announced the document describing the JT data format has been accepted by the ISO body responsible for Industrial Data through a global ballot process. Details


Page 3
Brief lines


Subscription information
To subscribe to 2PLM, send an e-mail headed 'start 2PLM subscription' to pdm@2pdm.com

Subscription cost
Subscribers receive 2PLM free of charge.

Privacy policy
We understand and respect your desire for privacy. The information we ask for at subscription time is the minimum necessary to effectively fulfill your subscription and communicate with you if and when necessary. In case of further questions, you can reach us at pdm@2pdm.com

Limited time
We know you have a busy schedule. To reduce delivery and reading time, 2PLM has a simple format and concise content.

Termination of subscription
To terminate subscription, please send an e-mail headed 'stop 2PLM subscription' to pdm@2pdm.com

Sponsorship
Companies that share the objective of promoting successful implementation of PLM and world-class product development and support performance may sponsor 2PLM. Banner ad insertion is also possible. More information from pdm@2pdm.com.

Publication frequency
2PLM is published approximately every two weeks.

Copyright
Copyright 2009 by John Stark. All rights reserved.

Links to pages on other sites
Please note we cannot control the content of pages that are not our own.

Permission to reproduce text or graphics
Applications for permission to reproduce part or parts of 2PLM (text or graphics) should be sent to pdm@2pdm.com

Your responsibility
Information provided in 2PLM is intended solely to provide general guidance on matters of interest for the personal use of the reader, who accepts full responsibility for its use. Information is provided 'as is', with no guarantee of completeness, accuracy, or timeliness, and without warranty of any kind, express or implied, including, but not limited to, the warranties of performance, merchantability, and fitness for a particular purpose.

Nothing in 2PLM shall to any extent substitute for the independent investigations and the sound technical and business judgement of the reader. Technology, laws and regulations are continually changing, and can only be interpreted in the light of particular factual situations. The information in 2PLM does not constitute technological, business, legal, investment or consulting advice, and should only be used in conjunction with appropriate professional advice obtained by the reader from a suitably qualified professional who understands the reader's particular factual situation.