November 19, 2016

The Practical PLM Newsletter - Issue 10, November 2016

November 19, 2016/ David van der Roest

For some time now, we have wanted to speak directly to the value of PLM as it relates to the profit and loss (P&L) conditions of a business. So, to kick off this issue, Martin van der Roest probes the topic further by mapping the value of PLM directly to P&L. We can play with benefit statements, KPIs and other metrics all we want, but there’s nothing quite like seeing the impact on the financials. If we add anything to the conversation about the business of engineering, it’s the idea that P&L needs to be looped into the mix.

August 15, 2016

The Practical PLM Newsletter - Issue 8, August 2016

August 15, 2016/ David van der Roest

Last month, we published Part 1 of this series with an introduction to CPQ. We talked about what it is, identified its value proposition and asserted, “Why PLM would be the ideal foundation for CPQ.” For Part 2 of this series, we dig a bit further and talk about the workings of CPQ. We received a question in response to our first part that serves a great lead-in to the next section entitled “CPQ and the Business of Engineering.” The question was “why not run CPQ as a standalone application?” STOP. Add yet another application? That’s what we are urging companies to reconsider. In this section, we weave the topic of CPQ into the spirit of Business of Engineering. To help you position CPQ capabilities within the “To-Order” spectrum, Dick Bourke wrote a brief for the Best Practices section addressed, “Matching CPQ with the “To-Order” Spectrum.” What we hope to illuminate here is that there is NOT a “one-size-fits-all” solution.

March 10, 2016

The Practical PLM Newsletter - Issue 4, March 2016

March 10, 2016/ David van der Roest

PLM inherently touches multiple departments and areas of responsibilities. The value of part and product data, files, drawings, specs and schedules for example, extend beyond the engineering and manufacturing departments. But, the reality is various teams/groups in the organization invariably acquire technology solutions specific to their needs. Hence the silos of data and disconnected processes are perpetuated. It’s fully understandable. Trying to get the different groups to collectively agree, define and budget can be challenging at best. That’s why we have stressed the importance of senior management sponsorship to break down the barriers. We talked about this in our last newsletter.

January 10, 2016

The Practical PLM Newsletter - Issue 2, January 2016

January 10, 2016/ David van der Roest

We are pleased to kick-off the year with a multipart series geared to the business drivers of PLM. We’re calling this series “Pursuing the Promise of PLM.” In this first part, we’re laying the groundwork for why PLM needs to be a strategic initiative with executive sponsorship all the way from the top. On the other end of the spectrum, we get under the hood on workflow ideas. We’re also introducing our “In the Labs” section to the newsletter. This section is dedicated to projects and solutions underway that aim to solve some of the challenges that our customers are facing. In this issue, we’ll talk about Proposal Management for Engineer/Build-to-Order organizations. There is a lot of reading here. Take your time. Try an article and get to another article at a later date. By the time you’re done, next month’s issue will be coming out.

Practical PLM Newsletter Archive

The Practical PLM Newsletter - Issue 4, March 2016

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