Secret Tips for the successful
Implementation of a PLM System
Detlef Haesner, usb GmbH, E-Mail:hsn@usb.muc.de
Management Consulting and System Development
© usb GmbH 2010
Seite 1
The Challenge
The implementation of an enterprise wide strategy like PLM
requires an elementary change of the business processes.
The Problem
Procedures, work steps, communication channels, etc. well trained
over the last years and a common practice suddenly
run totally different.
Management Consulting and System Development
© usb GmbH 2010
Seite 2
Man is a creature of habit….
I hate changes
Resistance to change
is natural!
Management Consulting and System Development
© usb GmbH 2010
Seite 3
Replace “CHANGE” by
“IMPROVE” ?
Management Consulting and System Development
© usb GmbH 2010
Seite 4
Significant Effects
Companies, departments, etc. are 'social systems'

Established working and communication habits mean security and control
to the system members

The intent to change established habits is considered as a disturbance and
implies a potential loss of security, power and control

People are afraid of loosing security and control

Fear provokes resistance (in 90% the main problem)

General resistance due to emotional or political reasons
Management Consulting and System Development
© usb GmbH 2010
Seite 5
Have you ever heard something like this?
Are you trying to tell me what I've
been doing over the past ten years
is no longer efficient?
Are you trying to tell me that I am no longer
Efficient?
Management Consulting and System Development
© usb GmbH 2010
Seite 6
Other home-Made Problems

No clear commitment from management staff to the project targets

Unnecessary sponsoring of opponents in the technical departments due to
insufficient communication in respect to project targets and project history

Too few project sponsors in the technical departments

Management overestimates the flexibility of the users

Users are overextended with the design of new processes

Insufficient project marketing

The implementation is too much focused on the technical aspects

Tools are selected first, processes will be defined later
Management Consulting and System Development
© usb GmbH 2010
Seite 7
Common Approach
When thinking of PLM,
people tend to think of an ITsystem first
PLM
Management Consulting and System Development
© usb GmbH 2010
Seite 8
And Pretty soon……
We are looking for a
COTS PLM System
Management Consulting and System Development
© usb GmbH 2010
Seite 9
PLM ?
Google: > 6,5 Million hits with various definitions and products
… is an enterprise strategy, with the target to create
an IT- working platform consisting out of
… PDM, ERP, SCM, CRM, Cax, etc….
Based on this platform the whole
- Product creation
- Sales
- In use
PROCESS
- Maintenance
- Out of service
- Recycling
can be executed
Management Consulting and System Development
© usb GmbH 2010
Seite 10
PLM ?
Wikipedia:
A PLM System is due to its complexity not considered as
a product which could be bought.
Actually it has to be recognized as an enterprise STRATEGY.
This has to be implemented with appropriate technical and
organizational methods and procedures, adopted to the
individual needs and facts of every company.
Management Consulting and System Development
© usb GmbH 2010
Seite 11
And these Guys are Looking for a
Cots product?
We are looking for a
COTS PLM System
Management Consulting and System Development
© usb GmbH 2010
Seite 12
And nevertheless
PLM?
Management Consulting and System Development
© usb GmbH 2010
Seite 13
And now?
Management Consulting and System Development
© usb GmbH 2010
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The 3 Main factors
PLM
Implementation
is a Change
Process !
Technical
Factor
Process
Factor
Management Consulting and System Development
Human
Factor
© usb GmbH 2010
Seite 15
Change management creates security
Gathering of
Information
How
Does it
work
?
 Appropriate
Communication
Methods
 Content of change
 Concerned staff, departments, …
Change
Planning and
Executing
Forming of
Assumptions
 Implication of change
 The “Why”
Management Consulting and System Development
© usb GmbH 2010
Seite 16
Some More secret tips
 Make sure that changes are…..
transparent to and understood by anybody who
might be concerned
 considered as necessary or useful



Reduce complexity – enable flexibility
Engineers tend to fall in love to their systems, your solution need
to be sexy

Try to make everybody who might be concerned an active
participant

Make sure that top management is committed ….
Managing change is a leadership task
 Only top management is beyond departmental barriers
 Sometimes it is necessary to persuade people who cannot be
convinced

Management Consulting and System Development
© usb GmbH 2010
Seite 17
Not to forget
Changes require a learning organization
Promote culture of
success seekers:
Avoid culture of
failure avoiders:
Actively committed people
Organized responsibility
Errors are tolerated as something
normal
Organized irresponsibility [meeting excess]
Errors are punished as careless
Mutual support
Management Consulting and System Development
Passive people without commitment
© usb GmbH 2010
Mutual blaming
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Conclusion
First, PLM is not just a system, it is a strategy,
a concept, a tool, …
only with motivated and committed users it will
be possible to bring PLM to a commercial success.
User acceptance will make or break your PLM project.
Management Consulting and System Development
© usb GmbH 2010
Seite 19
Actually Happens…..
Efficient Change Management guarantees the success of your PLM
Management Consulting and System Development
© usb GmbH 2010
Seite 20
The Real Secret …
Why are these meanwhile
well-known Procedures,
tips and hints notoriously
ignored by the
Management ?
Management Consulting and System Development
© usb GmbH 2010
Seite 21
Thank You!
Management Consulting and System Development
© usb GmbH 2010
Seite 22