How to Re-architect

Teamcenter FootprintMatt Tremmel, PMP

Agenda

Re-Architect Overview

Case Study

Recommendations

Q & A

Re-Architect Teamcenter

Develop global application operating model for all regions / divisions

Consolidate support agreement if applicable

Develop & implement a global governance and support model

Develop & implement communization and migration plan

Develop & implement corporate baseline release process

Rationalize, develop and implement standard footprint for Teamcenter environments

Develop Global Operating Model

Define roles and % of time per each role

Create global team and assign team leads based on

expertise

Develop best practices for administration and custom

functionality

Facilitate team leaders to teach best practices

Centralize help desk and create knowledge repository

Consolidate & centralize support budget

Implement Global Governance

Define stakeholders

Divisional

Regional

IT and Business

Paradigm Shift

Define & socialize change control process

Define delegation of authority

Define decision process for non-common change

Define team members

Include non-voting persons and proxy voters

Communization & Migration Plan

Business plan (financial goals, cost vs. benefit, etc.)

Initial planning should include several options

Evolves through discovery phase

Multi-phase

Develop initial project plans

Collaborate with services, corporate, vendors

Goals

Consolidate application instances

Reduce number of servers and storage hardware

Provide common footprint, standards

Reduce cost of ownership

Define Standard Tc Environment

Develop hardware specifications document

Define network requirements (utilization + latency)

Hardware models, O/S version & patches (kernel params, etc.)

Define user functionality requirements for user solutions

Firewall settings

Maintain document changes (versioned)

Centralize purchasing at Corporate

Use specification as single source

New business to include footprint investments

Network, hardware, software

Implement Release Process

Define current state

Current customizations include

Corporate (non-COTS)

Federation specific

Site specific

Create baseline release – one version with one IRM (MP)

Constantly drive commonality

Work with support team, governance and standards

committee (if one does not exist create one) to move

towards COTS or common customization

Define Current Tc Environment

What is the current footprint?

Software (# of instances, # of versions, encapsulations, # of

users, # of customizations / configurations, interfaces)

Hardware (type of hardware, O/S version, patch level)

Network (utilization & latency reports for all sites)

What is the current support model?

# of support resources (devel, admin) and type of work

How does LOB’s use application?

(Release procedures, functions, change control)

Recap - Future Model

Centralize budget

Centralize support model

Global governance board representing key application

stakeholders to oversee:

Strategy, processes, baseline releases, standards,

architecture, operations, prioritizing new projects,

investments

Custom Common approach

Standardize architecture with Corporate

Converge Enterprise & Engineering Unified

Case Study

History & Journey Towards Unified

Five divisions implement iMAN

Each division has independent federation and support team

Europe centralizes support team

Corporate initiates convergence project

Centralizes global team, global helpdesk, common baseline, governance

1990 1995 2000 2005 2010

Implement custom versions

Europe Centralizes

Support Team

Convergence Project

GlobalOps

Team

Create Baseline

Create Governance

Migrate towards COTS

Global Helpdesk

PLM Portfolio – Teamcenter strategy

Phase 0 – Current State discovery + Business case

Phase I – Rationalization of support services +

Governance model + Baseline software + Common

footprint specifications

Phase II – Hardware, network and software optimization

Phase III – Engineering process rationalization

Complexity TcEng Sites

Gurgaon, India

Atsugi, Japan

Wuppertal, Germany

Shanghai, China

Jambiero, Brazil

Juarez, Mexico Warren, OH

Nuevo Laredo, Mexico

Queretaro, Mexico Seoul, Korea

Flint, MIKrakow, Poland Tokyo

Bascharage, Lux

Rochester, NY

Dayton, OH

Ostrow, PolandDonchery, France

Lockport, NY

Rio Bravo, Mexico

Bad Salzderfurth, Germany

Downer’s Grove, IL

Troy, MI

Matamoros, Mexico

Vandalia, OH

Saginaw, MI

Paris, France

Legend

■Planned

Bangalore, IndiaPiracicaba, Brazil

Langenlonsheim, Germany

Longmont, CO

Illkirch, France

Liverpool, UK

Singapore

Saltillo, Mexico

Reynosa, Mexico

Sao Caetano, Brazil

Results from Discovery

30 TcEng database instances

47 global sites with TcEng access (rich & thin client)

2300 global licenses

4200+ authorized users (800 concurrent)

7 different software versions (including IRM’s)

Most hardware is HP and EMC storage with 2 SUN servers

58 servers (almost all 5 years or older)

Results from Discovery

17 customized release procedures

Overlap in Visualization integration

One division has custom manufacturing data process

Support done on divisional or federation basis

Network bandwidth upgrades required

400 different utilities (most older revs)

Governance Change Control Process

Components of change control process

Requirements Gathering / Prioritization – Org Review

Approval / Rejection – Change Review Board

Weekly meetings

Org Review team made up of business technical leaders from each

division

CRB team consists of IT business leaders

CR ready

for Org

review

Org

Review

Meeting

Technical

Analysis

Change

Review

Board

Ready for

CRB?Approved?

Cancelled?

Cancel

Implement

CR

Challenges

Convergence, moving footprint, growth

Interfacing applications

Home grown, 3-Tier & NX3 customer requirement

Outsourcing support model

Knowledge transfer

Evolving untested technology

Acquisitions & Divestitures

Recommendations (Portfolio Team)

Educate & update top-level management about PLM

portfolio & plans

Create regional hubs where network / infrastructure

allow

Limit the number of sites in emerging low cost regions

Ensure new business investment includes network &

hardware upgrades / purchase

Define type of users (Power, Purchasing agent, View &

Markup) and provide services based on type

Teamcenter Engineering Sites

Bangalore, India

Tokyo

Gurgaon, India

Atsugi, Japan

Shanghai, China

Seoul, Korea

Flint, MI Rochester, NY

Dayton, OH

Warren, OH

Lockport, NY

Downer’s Grove, IL

Troy, MI

Vandalia, OH

Saginaw, MI

Longmont, CO

Singapore

Juarez, Mexico

Nuevo Laredo, Mexico

Queretaro, Mexico

Rio Bravo, Mexico

Matamoros, Mexico

Saltillo, Mexico

Reynosa, Mexico

Krakow, Poland

Bascharage, Lux

Wuppertal, Germany

Ostrow, PolandDonchery, France

Langenlonsheim, Germany

Bad Salzderfurth, Germany

Paris, France

Illkirch, France

Liverpool, UK

Piracicaba, Brazil

Jambiero, Brazil

Sao Caetano, Brazil

US Hub

EU Hub

Recommendations (Technical Team)

• Implement registry serverDuplicate items

• “Resume” and “Re-push” functionData corruption

• Monitoring / No Single Point of FailureNetwork outage

• Upgrade network / Investigate virtual desktop solution / Push vendor to support higher latency

Latency (client / server)

• Run Daily / Verify back-upsBackup / Restore availability

• Automate monitoring and alerts / Capacity planning / Archive strategy / Data clean-up exercises

Storage – Volumes full

The PLM Journey continues…

Phase III – Engineering process rationalization +

Teamcenter Enterprise Teamcenter Unified

“To get through the hardest journey we need take only one

step at a time, but we must keep on stepping.”

~Chinese Proverb

Questions & Answers

Thank youMatt Tremmel, PMP

mtremmel@gmail.com

http://www.linkedin.com/in/mtremmel