Oxford, England. December 13, 2012
It is natural to assume that the PLM Manager should play a fundamental role in developing PLM within his or her company, but this does not happen automatically.
The responsibility to maintain "the PLM system" is very visible, but beyond this basic system administration the PLM Manager has a high degree of autonomy about what he does.
If the PLM Manager (or the PLM Team as a whole) takes poor decisions; or is not empowered to act; or simply fails to be proactive; then the company suffers. The better the progress in PLM, the better the improvement for the business, and the scenario of 5 or 10 years' time depends on the PLM Manager's intelligence, capability and diligence.
The PLMIG announces the publication of the Q3 2012 PLM Journal, which covers the whole concept of 'The Intelligent PLM Manager', including:-
- the History of PLM Management;
- the Fundamentals that every PLM Manager should consider;
- Weaknesses to avoid;
- the Challenge of changing the future.
This issue also forms the second instalment of the PLM Manager's Handbook, and is an essential companion to the PLMIG publications on PLM Standardisation and PLMuERP.
The PLM Interest Group
The PLM Interest Group is the leading neutral industry group for PLM. It has developed the first ever PLM Governance Standard, together with a new generation of applied PLM material including the PLM Best Practice Library and the Path to PLM; and has previously run workshops that have produced the PLM Benchmarking Handbook; the PLM-SCM Guidebook; and the PLM Maturity Reference Manual.
For more information, please contact:
Roger Tempest
PLMIG
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