The people behind PLM

If you're reading this, I'm assuming you're already on board with the concept of PLM — or at least think there's some value to be had in grasping (and harnessing) product data and lifecycle management. Perhaps you're interested in establishing a digital twin or connecting the digital thread. Maybe you're working on a digital transformation. Or you just want to fix your organisation's day-to-day information management challenges.

However you refer to it — we call it digital plumbing — there seems to be unanimous agreement that people play an important role in the success and effectiveness of PLM work.

So, who are some of the people operating in this space?

PLM consultants

There are typically three types:

• High-level generalist individuals — While they often bring vast experience, they can be "old-fashioned" — close to retirement and potentially too distant from the work at hand, often heavily theoretical with no skin in the game.
• System-specific guns for hire — Bring excellent hands-on experience — with the drawback of it being related to a certain system, usually limiting their value to things they've done and achieved previously.
• Large, established consultancies — Think of businesses like McKinsey and Accenture — those that can help with vendor selection and access to large organisations. The drawback: heavily theoretical, with limited skin in the game when it comes to actual implementation (aside from hefty fees for their service).

PLM trainers and educators

One important example and thought leader within the field is the "Virtual Dutchman," otherwise known as Jos Voskuil — a PLM coach, consultant, and advocate with a large following within the PLM industry. There's also Beyond PLM, a blog and information resource curated by Oleg Shilovitsky, another important thought leader in the space.

PLM vendors

While, fundamentally, the software isn't required to embrace or achieve some level of PLM success, the complexity of modern businesses and the sheer rate of change make it a critical enabler. PLM software packages — like those offered by Oracle Agile, Siemens Teamcenter, Bamboo Rose, Aras, and others — offer different capabilities, and are designed for different businesses and purposes, from engineered products to scaling SaaS businesses.

System integrators

PLM system integrators are often software developers integrating PLM systems (including PDM, CAD, CAE, and CAM) with ERP, office, and CRM systems. Often they're not focused or well informed regarding product lifecycle, and may not fully understand on-the-ground requirements — or how best to meet them.

In-house process, methods, tools, and teams

One of the most important positives of in-house PLM is that there's intricate knowledge of the organisation and its users. This can be hugely beneficial in developing bespoke solutions to meet exact requirements — but often falls down in the long run, usually due to the insular nature of in-house development and the constraints of internal politics.

IT departments

Very helpful in understanding the IT landscape and how it integrates and can be utilised within PLM — but ultimately limited by a sole focus on IT and that perspective.

The "go-to"

Some organisations are lucky enough to have a permanent employee that loves data and feels ownership over making the digital plumbing work. They've carved out a niche by knowing how to get stuff through the systems. If you want your BoM fixed, or some information out of the system, you go to them. While invaluable, dependency can be an issue — as they become part of the operational architecture and entirely irreplaceable.

The talented intern

A sharp mind, fresh energy, and quite literally next-gen levels of tech literacy — builds an incredibly useful tool, widely appreciated by all. They then leave the business and said useful tool becomes entirely inoperable within a month. Nobody knows how to fix it.

There are, of course, other players: the admin ("computer says no"), the chaser ("have you done it yet?"), project management ("so can I change this cell to green?"), and so on. You get the picture.

But hold on, you've neglected to mention the users…

First, I'd argue PLM is more than a system. We could talk about the recipient of a report used to make a resource decision, for example — or a supplier who's requesting a change quotation. Second, that segues nicely to my next point…

The solution

They say it takes a village to raise a child. I say it takes a whole business to make PLM work. Not everyone will "get it" or love making it work; even if the systems were as intuitive as an iPhone, not everyone loves using an iPhone. At the same time, helping to make it work doesn't mean making it their focus — you want your greatest value creators to be deeply focused on their niche value creation.

The best answer is to have a few PLM-minded people in all departments to:

• Champion data quality
• Find ways to derive value from the connected enterprise
• Support and coach the local team
• Facilitate communication and alignment between departments
• Enable information flow around the business
• Think about the bigger picture
• Drive continuous improvement

These people are passionate, dedicated professionals — the ones who'll bring your PLM vision to life.

Contract in, hire in, or develop — all three

Bringing an expert in: the primary benefit is that as masters in the field, having seen and worked with many businesses and PLM systems, they should know both the systems and the business. They can recommend the right approach for your organisation. The flip side: they can over-promise and under-deliver, trying to apply a generic solution to a specific circumstance.

So is there an optimal solution? Not quite — all three have their place. With QR_, supporting a diverse array of businesses at varying stages of the PLM journey, we frequently work across all three areas to provide the most appropriate solution for each business:

• 1. Contract in — Initially, we're brought in to provide rapid PLM solutions using our experience and expertise.
• 2. Hire in — We then help the client hire the right people — dedicated PLM personnel to help manage the systems going forward and take the majority of the burden off existing staff.
• 3. Develop — In parallel, we help develop the existing team's understanding and appreciation of PLM and its benefits — enhancing new hires' success and ensuring they're not just another body in the organisation.

All three methods can be effectively blended to suit a particular organisation's situation. PLM is about using the right people and systems in the right place at the right time. It isn't a one-size-fits-all solution, a plug-and-play, a silver bullet, or a quick fix. It's a long game — best played by the people who bring both the craft skill and the organisational fit to sustain it.