Summary / Abstract
Title: PLANNING TO PREVENT FAILURE
Synopsis: PLANNING TO PREVENT FAILURE
The story of the never-ending PDM project that costs more money, takes more time, and causes more aggravation than anyone imagined is almost a cliche. At a recent user conference,...
Title: PLANNING TO PREVENT FAILURE
Synopsis: PLANNING TO PREVENT FAILURE The story of the never-ending PDM project that costs more money, takes more time, and causes more aggravation than anyone imagined is almost a cliche. At a recent user conference,...
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planning prevent failure story never-ending pdm project costs money takes time causes aggravation imagined cliche recent user conference horror stories aired attendee remarked ?it like whining ? pdm projects need career busters preparation keep projects foundering formal project planning help companies avoid circumstances slow stop project lack planning lead business select pdm program prematurely clear information processes tracked managed planning people tend make product selections based sales presentations analysis software solve business problems advantage formal planning allows companies identify so-called hidden processes improved pdm charlie jonesrebandt vice-president technology management associates inc pdm consulting firm said hidden process obvious candidate automation pdm system described hidden process improved medical-device manufacturer company employed person search room full old design records time new product proposed determine product made previously comparable product existed company submit new design government review streamlined process physically search records two weeks directory documents stored pdm system search minutes careful study planning process identified candidate improvement project plans work experts recommend customers develop project plan guide processes necessary establish project team leader develop business objectives pdm system objective reduce number engineering change orders associated new product designs reduce time takes process ecos determine tasks pdm system perform scope project products track cad data single group engineers able manage documents departments decide objectives pdm system feasible commercially affordable technology spent time surfing internet knows today computer networks totally reliable servers easily overloaded channels get clogged users request information simultaneously pdm concept ambitious able cost-justify computer infrastructure necessary make work right ascertain pdm system affected information-technology projects concerns costs major manufacturing resource planning project affect money allocated pdm evaluate vendors determine software products capable performing necessary work identify data represented pdm create load data database team support jonesrebandt suggests companies assign team prepare detailed project plan team composed people build maintain pdm system structure team vary company company change time team people engineering manufacturing departments eventually system install maintain representatives accounting finance provide insight project funded company addition pdm consultant representative pdm supplier added product selected implementation project leader assigned full time team report manager involved daily team activities sell pdm plan executives project leader eventually system understands company processes people put charge pdm teams jonesrebandt representative pdm supplier consultant lead team people outsiders interests conflict company addition people charge maintaining company computer systems charge understand business engineering processes comprehend pdm system accomplish documents jonesrebandt methods business-process redesign software selection product implementation adequately described writing different documents produced stage project planning design requirements document completed initial process redesign product selection requirements document describes business objectives met implementing pdm system business engineering processes work today ?as-is? analysis allows project-planning team pinpoint areas pdm system cut costs time process as-is analysis describe software hardware network company process work pdm system put ?to-be? analysis shows company function pdm system place provides preliminary analysis upgrades software hardware corporate networks required pdm system features pdm program critical success versus nice necessary requirements document completed pdm project team produce request proposal rfp send pdm software vendors systems integrators request proposal copy design requirements document table lists features functions company wants pdm vendors check features offered systems instructions tell vendors time put response format response take response rfp vendor provide description pdm product works vendors describe features functions product detail project team determine products meet corporate requirements contractual requirements instance potential customers apprised need make minimum purchase description type hardware network infrastructure needed operate pdm system table outlining costs configurations products proposed software selected team vendor produce guiding documents implementation statement understanding contract vendors customer description roles involved implementation overview project statement work describes detail tasks performed responsible work described consistent project plan need revision light commercially affordable software hardware contract describe features functions pdm program prices charged customer project schedule terms conditions apply contract customers lawyers review contracts sign go wrong problems emerge course pdm project matter planned instance corporate politics slow effort stage process lack support upper-level managers put brakes project absence full-time project-team leadership difficulties resistance users feel process resistance take forms passive-aggressive avoidance pdm system outright sabotage attempts successful pdm projects implemented small step time best plan action think big implement small projects time inadequate funding pdm effort financial support championed upper managers lack money good indicator pdm top priority company executives lack specificity requirements documents information received vendors problems migrating old new databases costly intractable problems faced pdm implementers little help information-technology department representation needed team plan hardware network infrastructure requirements department dictate pdm software purchased plan implement pilot cases pdm project stops pilot running good reason pilot system didn t perform expected company altered business cases project die lack plan leadership take level need help people considering pdm projects wonder consultants success project depend work consultant companies benefit experience consultants develop working projects experience allows consultants discern processes changed pdm system put vendor products work best company cases consulting firm access upper managers employees convince corporate officers fund expand projects course people spend lot money consultants garnering benefit true customer hires consultants specific expertise product data management cases consultants learning pdm customer expense differences consulting companies specialize pdm firms cimdata inc d h brown associates provide research planning services help customers develop projects select pdm vendors stop short actually helping install system cimdata recommends systems integrators manage implementation projects pdm consultants technology management associates inc help customers get pdm systems running addition doing project planning large consulting firms arthur anderson ernst young deloitte touche moving pdm planning implementation companies past specialized financial accounting manufacturing systems tend offer expertise areas business-processes improvement hardware network infrastructure planning software development employees large consulting firms know pdm software technology management associates provides sample plan help people understand nuances project planning information contact tom arant president technology management associates inc 120 marin drive chapel hill north carolina 27516 telephone 919 929-2026 fax 919 932-5276 e-mail [email protected] com web site http www tecmgmt com, com.cadcamnet_pdm_003_03_01, KnowledgeStor, Knowledge-Stor,