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Session by Geoff Hammett at ProductCamp Atlanta 6, on August 18, 2012.
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1Geoffrey Hammett – 20120818 © 2012
Product Lifecycle Management Process and Software Tools
ProductCamp 2012 Session Leader: Geoff Hammett - [email protected]://www.linkedin.com/in/geoffreyhammettGTRI Conference Center250 14th Street NWAtlanta, GA 30318
Geoffrey Hammett – 20120818 © 2012 2
Alternate Session TitleHow to prevent this…
Geoffrey Hammett – 20120818 © 2012 3
Alternate Session TitleHow to prevent this…
…from becoming this!
Geoffrey Hammett – 20120818 © 2012 4
Alternate Session TitleHow to prevent this…
…from becoming this!
A topic for another day…
Geoffrey Hammett – 20120818 © 2012 5
Overview
GTRI – some history In order to know where you’re going…
ToolsMachinesAutomationProgrammable Automation
Product Lifecycle Management ProcessEvolution – One ViewSome Key PLM Charts
Attendee discussion: PLM Software Tools
Geoffrey Hammett – 20120818 © 2012 6
My Background
EducationBSc Mechanical Engineering, University of VirginiaMBA, Georgia State University
Product Engineering ExperienceFord Motor Co. - Automotive Texas Instruments – Consumer ElectronicsScientific-Atlanta – Telecommunications, Cable, SatelliteCoggins Systems – Oil/Energy
Program/Product Management ExperienceScientific-Atlanta – DMX: 1st all digital cable system, Sega Channel, Cable Modem, Sun/Oracle/Solaris Subscriber Control System HW & SWCisco Systems – DOCSIS Cable Modem/VoIP, IP Video Set-top Receiver (AT&T U-verse)
Geoffrey Hammett – 20120818 © 2012 7
Georgia Tech - GTRI
Thank you for hosting! Ga Institute of Technology:
Founded 1885, opened 1888: Georgia School of TechnologySpawned Ga State University in 1955
Ga Tech Research Institute (GTRI): Funded 1934 as Engineering Experiment Station (EES)Renamed GTRI 1984
EES Success Story: 1951: Scientific Associates…Scientific-Atlanta (S-A)RF/Radar antenna performance measurementS-A’s success paved the way for technology “Incubators”1980: Advanced Technology Development Center (ATDC)
Geoffrey Hammett – 20120818 © 2012 8
Scientific Associates Drawing (from Microfiche)
Geoffrey Hammett – 20120818 © 2012 9
In Order to Know Where You’re Going…
Some History:
Geoffrey Hammett – 20120818 © 2012 10
Tools – Cut, Shape, Assemble by Hand
Geoffrey Hammett – 20120818 © 2012 11
Machines – Harness External Power…
Watt Steam Engine
Small Engine
Power Transfer Belts
Steam Engine Speed Controls
Geoffrey Hammett – 20120818 © 2012 12
Machines …Higher Precision and Throughput
Lathe
Drill Press
Geoffrey Hammett – 20120818 © 2012 13
Automation – Repetitive Task Efficiency
Drill Press
Assembly Fixture
HardTooling
Geoffrey Hammett – 20120818 © 2012 14
Programmable Automation - Flexible/Adaptable
Jacquard Loom
First Industrial Robot
Geoffrey Hammett – 20120818 © 2012 15
Programmable Automation - Flexible/Adaptable
In-line PCB Assembly System
Electronic Component Sequencer
PCB Photoplotter Photoplotter Controller
PCB Design System
Geoffrey Hammett – 20120818 © 2012 16
Evolution of PLM – Environment Lots of moving parts to product development,
manufacturing, launch and support. Requirements/Specs, NC Programs, CAD/CAM,
SW, FW, QA Data, Materials, Supply Chain, Order Management, Financials, Reporting, Databases, BOM’s, MRP, SCM, ERP, CRM, …
Needed a means to aggregate and manage:Not just the output…Needed to manage the process of creating the output
Geoffrey Hammett – 20120818 © 2012 17
Evolution of PLM – One View Benchmarking – PRTM (Pittiglio, Rabin, Todd & McGrath)
1976: PRTM founded in Palo Alto1982: Began benchmarking business performanceInitially - Catch up to Japanese JIT based processesGo beyond - identify next process improvement to change the competitive balance…found fruit: Product DevelopmentBest in class product lifecycle processes:• Speed• Cost• Quality1986: Initially developed Product and Cycle-time Excellence® (PACE®)2011: Pricewaterhouse Coopers (PwC) acquires PRTM
Geoffrey Hammett – 20120818 © 2012 18
A Few Key Elements of PLM Process Core Team Building and Consensus
Core team structureUpper management Product/Program Approval Committee (PAC)
Program/Project Pipeline Rationalization – Phase Gate Reviews
Return On Investment (ROI)Resource Availability/AllocationSchedule
Program/Project Cross-functional Agreement (CFA)Upper Management approval and to track actuals to plan• Key schedule milestones• ROI• Critical quality measures• Resource requirements
Geoffrey Hammett – 20120818 © 2012 19
A Few Key Aspects of PLM Process Note: Not all PLM Processes, Components or
Systems are alike The PLM process must be tailored to the
Company’s products, organization, people and program/project scope
In some cases: PLM process changes the Company…
orCompany changes the PLM process (Phases, Gates, Approvals, etc.)
“Organize around outcomes”
Geoffrey Hammett – 20120818 © 2012 20
Example Core Team Structure
CoreTeam Leader Focal point of accountability for the
program Plans and executes the program
tasks and schedule CTL is the Product Mgr for Concept
phase but may be the Program Mgr for other phases
Core Team Members Key stakeholders support to the Core
Team Leader Responsible for action and
deliverables in functional area Make tactical project decisions Provide required information to the
PAC
Sales
Marketing Finance
Customer Support
Product Management
Corporate
Legal
Engineering
OperationsCore Team
Leader
Program/Product Approval
Committee(PAC)
Geoffrey Hammett – 20120818 © 2012 21
Product/Program Approval Committee (PAC)
Product Approval Committee Lead Leads PAC gate review meetings Records decisions/action items Accountable for timely decision
making and issue resolution within the PAC (conductor, mediator)
May be the division Executive
Product/Program Approval Committee
Upper management stakeholders Guides/determines critical program
parameters with CoreTeam Approves/Rejects/Redirects gate
reviews Makes go or no-go decisions Can make conditional go decision
Sales
Marketing
Customer Support
Product Management
Corporate
Legal
Engineering
OperationsProduct Approval
Lead
Finance
Geoffrey Hammett – 20120818 © 2012 22
Program Pipeline Rationalization – Phase Gate Reviews
Geoffrey Hammett – 20120818 © 2012 23
Example PLM Phases and Gate Reviews
ConceptReview
DevelopmentReview
Delivery Plan
Review
Customer Shipment
Review
General Availability
Review
End of Life
Review
Concept Plan Develop Validate Launch Sustain EOL
Corporate/Sector PAC Reviews
Division PAC Reviews
• Go-to-market• Product
Release
• Supply chain• Forecasting• Cost
reduction• Improvement
• Verification Test
• HALT/HASS• BETA Test
• Detailed Specs
• Design• Prototype• Unit Test• ALPHA Test
• Detailed Program Plan
• Product Requirements
• Concept Doc• What, Why,
When, ROI
• Customer Notice
• Material Review• Close Orders• Doc Review
Note: • Some program Phase overlap is expected/encouraged• Gate reviews “officially” determine program Phase
Geoffrey Hammett – 20120818 © 2012 24
Cross-functional Agreement CFA)
Provides Key Program Metrics and Program Team Commitments• Schedule• ROI• Quality• Resources Required• Log of Program Changes
“Contract” signed off/Approved by PAC Monitored and Reviewed at Each Gate
Geoffrey Hammett – 20120818 © 2012 25
<Program/Project Name>
Phase Schedule Units Plan Required Current
Concept Phase Date
Planning/Specification Phase
Date
Development Phase Date
Test/Evaluation Phase Date
Release/Launch Phase Date
End-of-Life Phase Year
Key Program Milestones Units Plan Required Current
Critical Quality Metrics Units Plan Required Current
Scope Changes Units Plan Required Current
ROI Summary Units Plan Required Current
Revenue/Sales $M
Total Variable Cost $M
Gross Margin Target %
Engineering Cost (NRE) $M
Incremental Cost Allocation
$M
Depreciation $M
Total Program Cost $M
Contribution Margin %
NPV $M
ROI %
Key Resource Requirements
Units Plan Required Current
Total # of Person-months
# FTE
Headcount Expense $M
Prototype Expense $M
Outside Services (NRE) $M
Capital Expense $M
Program Change Log Requested by Justification
Key Quality Metrics
Program Cross-Functional Agreement
ROI Plan
Resource
Requirements
SchedulePlan
Geoffrey Hammett – 20120818 © 2012 26
Questions?
Geoffrey Hammett – 20120818 © 2012 27
Discussion Topics: PLM Software Tools
Best things you like about the toolUser Interface?Benefits?Drive Collaboration and Consensus?Help Drive Phase Gate Reviews and Approvals
How long to become a user? How long to become proficient? How do you feel it helps the PLM Process?
Geoffrey Hammett – 20120818 © 2012 28
Acknowledgements
GTRI Historical Archive Henry Ford Museum – Dearborn, MI Coursera/U. of Mich – Internet History, Technology, and
Security Scientific-Atlanta/Cisco Systems, Inc. PRTM – PricewaterhouseCoopers, LLP CIMdata, Inc. Wikipedia
Geoffrey Hammett – 20120818 © 2012 29
Backup Slides
Geoffrey Hammett – 20120818 © 2012 30
Example: Consumer Products – Vacuum Cleaners
Automation Era Products Programmable AutomationEra Products
Geoffrey Hammett – 20120818 © 2012 31
Computing/Business Machines Evolution
Abacus and Tabulating Aid Hollerith Tabulating Machine
Data Processing Center
Geoffrey Hammett – 20120818 © 2012 32
Communications - Early
Stansbury Printing Press
Edison Mimeograph
Marconi Wireless
Part NumberLog Books
Central Files Room
BusinessPhonograph
Semi-AutomaticKey
TelephoneSwitchboard
Geoffrey Hammett – 20120818 © 2012 33
Communications - Newer
Async NetworkProcessor
Manufacturing Automation
Protocol Rack
ATM Multiplexer
QAM/QPSK Modulators
CRS-3 Carrier Routing System
ES-6500802.11ac Wi-Fi
Router
ASR 9000 Aggregation Services Router
Geoffrey Hammett – 20120818 © 2012 34
Some PLM Terms You May Hear Core Team, Core Team Leader Concurrent Engineering Cross-functional ECO/ECN//PCN/PCR – C=Change Go-to-market – “Everything else” required for launch (Product Manager responsibility) IPP – Integrated Project/Program Plan Program/Project/Product PAC – Program/Project/Product Approval Committee Phase/Stage Phase/Stage/Gate Review Pipeline Management – Align strategy with project/functional management Product Launch Time-to-market xRD – Requirements Document, x= Concept. Product, Market, System, Software xCD – Control Document, x=Specification, System, Software SFS – Software Functional Specification SDD – Software Design Document
Geoffrey Hammett – 20120818 © 2012 35
Business Layer vs Technical Layer1. Business Layer
The Business Layer provides executive management visibility and control throughout the product lifecycle
2. Technical LayerThe Technical Layer enables the development teams to define, implement
and execute throughout the product lifecycleBusiness Planning Functional Spec
DevelopmentEOL
ProcessProgram PlanDevelopment
Support Process
Support Process
System Definition
Test StrategyDefinition
Code Development &Unit Testing
System Test and Regression
Testing
Integrate FeaturesTest PlanDevelopment
Detailed DesignDevelopment
Acceptance Testing
Product Planning
Feature Test
On-going Test
Prepare for release
Field Validation- EFT/Beta Test
Integration Plan Development
TeamReviews
Release products
Finalize collateralFor release
Finalize pricing And product codes
Report and verify
Concept Plan Develop Validate Launch Sustain EOL
ConceptReview
DevelopmentReview
Delivery Plan
Review
Customer Shipment
Review
General Availability
Review
End of Life
Review
ConceptRequirements
Geoffrey Hammett – 20120818 © 2012 36
PLM Software Vendors Autodesk - Autodesk 360 for PLM Cyco Dassault Systems – Product Lifecycle Management Portfolio EDS PLM Solutions Eigner IBM PLM Solutions MatrixOne Oracle - Agile PLM PTC – Windchill SAP – Product Lifecycle Management Siemens – Teamcenter