PLM Journal sets out Vision, CEO management, and Metrics for PLM
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PLM Journal sets out Vision, CEO management, and Metrics for PLM

Oxford, England. December 01, 2009
The PLMIG announces the publication of the Q3 Issue of the PLM Journal, which covers the relationship between PLM and the business, ranging from the PLM Vision and Strategy to the generation of detailed metrics.

At the highest level, all PLM implementation must be integrated with the overall strategy of the company. The Journal covers the the development of a PLM Vision & Strategy that are accepted and agreed throughout the business, and PLM Roadmapping and Planning that are comprehensive enough for the Vision and Strategy to be achieved.

The involvement of the CEO and the board in PLM is always seen as problematic. What is often missed is the fact that the board, the Steering Group, the PLM team and the rest of the company are four groups of people with four separate outlooks and languages. The PLM Journal sets out a communication framework that is robust enough to allow the PLM team to steer the Steering Group.

An essential part of effective PLM communication and management is the generation and use of metrics, and this issue has 3 articles on the subject:-

The PLM Journal is circulated to PLMIG members four times per year. The Q1 Issue set out a practical method of calculating the Commercial Impact of PLM, and the Q2 issue covered the specific project management methodologies for PLM and PDM. The Q4 issue will cover PLM standards, reference models, and PLM development initiatives for 2010.

The PLM Interest Group
The PLM Interest Group is a global Group which brings together its members to work proactively to solve their PLM problems. It has previously run workshops that have produced the PLM Benchmarking Handbook; the PLM-SCM Guidebook; and the PLM Maturity Reference Manual; and launched the first vendor-independent User Forum meetings.

For more information, please contact:
Roger Tempest

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