PLM Interest Group

At present the PLM industry has no framework or standards of performance for advanced PLM practice.  The path towards Excellence requires good governance and a clear understanding of Advanced PLM.

PLM needs to become more like a profession, with required skill sets, qualifications and wider recognition.  The PLMIG is taking the lead in this Initiative, which now has its own web site.

The PLM industry is under threat, as vendors move to new markets and IoT draws more and more attention.  The PLMIG ran debates in 2017 on the current state of PLM, and what might be the Vision for the future.

When you become a PLM Manager, or bring a new person onto the PLM Team, there are certain things you need to learn.  These tools cover some of the fundamentals.

It is now possible to quantify every aspect of a new PLM implementation, and to get your vendor or supplier to commit to achieving the agreed results.  Read about PLM Delivery, and see the tools that enable you to do this.

For many years PLM has been regarded as 'unquantifiable', but there is now a simple and powerful message that justifies the PLM spend.  The approach can be applied to suit the particular cost drivers in the USA.

PLM Governance should be seen as an activity in its own right, and specific attention should be paid in order that it is done well. There is also a formal standard that can be applied to ensure an effective management structure from Board to operational level.

The basic steps in quantifying the strengths and weaknesses of a PLM implementation are to carry out a Self-Assessment; to Benchmark internally or externally to make practical comparisons; and to assess Maturity as a means of measuring progress.

If PLM is to generate a financial benefit for the business, then the PLM Team must always work within that mindset.  If you want to achieve the full potential of PLM, then you have to aim high.

For those at the early stages of discovering and adopting PLM, the whole subject can seem new and complex.  The good news is that PLM does have a structure, and there is a correct and effective way to guide your company through the process of PLM adoption.

The PLMIG offers the most advanced neutral toolset for establishing an effective, integrated corporate PLM and ERP environment.  The central Handbook is supported by a Primer and two essential technical manuals.

The PLMIG is continually raising new ideas, running discussions, and influencing PLM opinion towards a more advanced train of thought.  The collection of articles in 2PLM e-zine from 2009 to 2017 provides a long list of thought-provoking ideas.

The PLMIG can provide external support ranging from an external review of the current situation to tailored short-term mentoring for the PLM Team; or a specific project to get the buy-in of senior executives for PLM.

PLM must manage the design evolution, including software - but software is managed in ALM.  It is important to understand the logic that binds them.  The PLM-SCM Guidebook explains why PLM and ALM are fundamentally different, and how to bridge the gap.

Small and medium-sized businesses do not need a stripped down 'PLM Lite'.  They need to apply a completely different and focused approach to PLM.  The PLMIG Handbook explains the principles and provides instructions in a clear and logical way.

To demystify PLM, there are 8 "must know" things that a good PLM Manager should provide. These should be part of every well-managed PLM implementation.  Make sure they are part of your company's awareness material.

If you can demonstrate and measure the inter-relationship between PLM and the business, then you are at a very advanced level of PLM management.

Toolsets and handbooks can be purchased from the Store, and the entire set of PLMIG material is provided with Membership.

There are contact email addresses on all of the main pages, so it is easy to ask questions that relate to the subject you are interested in. There is also a Contact Page.