Get documents about "PLM PMO/CoE, Global Multi-Divisional Deployment Tano Maenza
Shared by: uDZI05
-
Stats
- views:
- 47
- posted:
- 11/29/2011
- language:
- Spanish
- pages:
- 71
Document Sample
PLM PMO/CoE, Global Multi-Divisional
Deployment
Tano Maenza, PLM PMO, Emerson
Bob Christenson, PLM COE Lead, Emerson
Tom Arant, PLM PM, IBM Global Business
Services
1PLM PMO/CoE, Global Multi-Divisional Deployment 1
Emerson and IBM GBS
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
2
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
3
Emerson: Company Profile
Diversified global manufacturing and
technology company serving industrial,
commercial, and consumer markets around
the world
Publicly traded (NYSE: EMR) St. Louis, MO Headquarters
Headquarters in St. Louis, MO (USA)
Recognized for outstanding management process and record of
consistent long-term performance
Manufacturing and/or sales presence in more than 150 countries
Founded in 1890 – in business for 117 years
4
2006 Emerson Summary
2006 Sales by Segment
2006 Appliance & Process
Tools 21% 23% Management
Sales $20.1B
Consumer Industrial
Employees 137K
17%
Climate
18%
Technologies Industrial
21% Automation
Network Power
Electronics
Locations
2006 Sales by Geography
US & Canada 117 ROW
11%
Europe 80
Asia
Asia 38 14%
United
ROW 39 53% States
Total 274 Europe
22%
5
Emerson Brands
$20.1 Billion in revenues with over 60 divisions
6
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
7
The PLM PMO/CoE Goal –
Standard/Repeatable/Predictable Approach
The use of standard development and implementation
methodologies to form a foundation for divisional
deployment.
The development and implementation of standard software
application modules that can be deployed at multiple
locations.
The development and deployment of standard hardware and
software configurations that can support multi-site
implementations.
The development of a core team of experts available to
support development and deployment.
8
The Benefits
1. Reduced Development and Implementations
Costs, including:
Scripted Deployment Incremental delivery
Lower training, support, and maintenance costs.
Lower project risk through Emerson standards and
required compliant
Fully patched and tested Intellectual Proven,
asset consistent
intensive
2. Rapid Divisional Deployment Model delivery
Fixed scope and cost by the business requirements
Highly leveraged support model
Simplifying business
Extensive PM training materials, documentation process
Industry leading practices
3. Facilitate Implementation of the Emerson Global
Engineering Strategy
Through the use of standard software
implementations.
Divisional involvement guided by PLM CoE will insure
their interest and ownership of the standards
9
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
10
Globalization Challenges
Divisions independently implementing processes that are
not global in scope and can inhibit data sharing.
Increasing need to share technical information across
divisions to support global development
(Design/Source/Build Anywhere).
Global new product development saturated with multiple
tool sets using independent processes.
No structured process for sharing large data files
efficiently, slowing down the new product development
process.
11
Standardized Solutions
DivisionDivision
Division
$ $
$
Division Division Division Centralized
$ $ $ $$
Division Division
$ $ Division
$ • Makes IT costs
Division more visible
$ Division • Common solution
$ reduces long term
support costs for
• Spending money multiple times for the corporation
similar (customized) solutions
• Need to consider lifecycle costs
including future costs for upgrades
Standardized Solutions Save Us Money & Reduce Risk
12
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
13
PLM Program Management Office
Provides Corporate Funding, Project Mgmt, and
Technical Teams to Support
Standard Development Methodology
Standard Funding Model
Repeatable Best Practices
Expedites, Coordinates, and Regulates Multiple CoE
and Divisional Projects within a Standards
Framework
14
PLM PMO Strategy for Deployment
Collect and Validate the PLM Deployment Roadmap (Pre-Alignment)
Develop and distribute PLM Communication to all Emerson divisions
Develop and distribute PLM Survey to all Emerson divisions
Develop PLM Deployment Plan indicating the sequencing of Divisional PLM
deployment projects
Confirm the Requirements and Business Case for each PLM Deployment
(Discovery)
Perform Divisional Discovery (Requirements, Schedule, Business Case, AR)
Perform Gate Review and Approve Project and AR
Build Proof of Concept for Level 1 Validation and Reference Architecture
Execute Divisional PLM Deployment Projects (Deployment)
Determine Support Requirements, Add Division to PLM Support
Throughout – Continue CoE Corporate/Group Efforts
15
Disciplined Process Approach to PLM
Corporate Goals & Objectives
PMO
Phase Gate Review
PLM Maturity Pre-Alignment PLM ROI Calc Discovery
Assessment Phase (AR Assistant) Phase
Step 1: Understand Step 2: Identify Step 3: Develop Step 4: Validate
Business Priorities Causes of Waste Solution Roadmap Business Value
• PLM Survey
• Method Adoption Workshop PMO
• Key Decision Matrix Phase Gate Review
AR
Submittal
Best practice PLM process templates Deployment
are provided at each phase to help
guide teams through the process.
IBM & Siemens PLM partners are trained and available
To assist throughout the process.
Utilizing Emerson Best Practices to Streamline & Reduce Risk of PLM Deployments
16
PLM Project Template Phases/Activities
Engagement Project Management
Plan the project Monitor the project Handle deliveries
Start the project Handle exceptions Close the project
Pre-Align Discovery Design Build Deploy Post Support
Phase Phase Phase Phase Phase Phase
Define Current Client Business Environment Refine Requirements and Application Model Detailed Organizational Development
Define Requirements Refine Architecture Model Plan Deployment
Define Proposed Solution Design User Interfaces Perform User Acceptance Test
Scope Business Transformation Design Solution Plans Perform Correction and Regression Testing
Scope Organizational Change Design Test Specifications Refine Training and User Support
Produce Pre-Align Phase Deliverables Build Development Environment Produce Deploy Phase Deliverables
Create Client Prototype Review Solution Plans
Produce High Level Design Phase Deliverables Infrastructure Implementation
Assess Client Business Environment
Detail Requirements and Application Model Deploy the Solution
Assess Client IT Environment
Detail User Interfaces Cutover to Production
Evaluate IT Services
Define Physical Application Model
Identify Data Sources
Plan Development Implement Support Systems
Refine Requirements
Produce Design Phase Deliverables Produce Post Support Phase
Develop Change Management
Deliverables
Approach
Prepare for Testing
Establish Basis for Organizational
Perform Build Cycle
Development
Perform Development Testing
Evaluate Organizational Change
Readiness Perform System Testing
Produce Discovery Phase Deliverables Perform Correction and Regression Testing
Train the Project Team Produce Build Phase Deliverables
Define Business Solution
Outline Application Model
Outline Architecture Model
Infrastructure Design and Planning
Outline Solution
Define Training and User Support
Security Controls Review
Plan for Testing
Produce Discovery Phase Deliverables
17 IBM Global Services Method | 29-Nov-11
17
PLM Maturity Assessment
Simple questionnaire to gauge site PLM maturity level in critical process areas.
PLM process area emphasis tied to corporate goals and objectives.
Can be used as a baseline and reassessed post-Deployment.
Deliverables
Assessment Report – Spider Diagrams
New Product Development
Cross Functional Collaboration
Single Part Master Definition
Project Management
Digital Prototyping
Requirements Traceability
Change Management
Supply Chain Optimization
Saving Opp
Supply Market
Collab Design
Supplier Selection
Contract Management
Supplier Management
18
Pre-Alignment Phase
Repeatable process to quickly assess potential PLM objectives.
Quickly targets high value area.
Initial look at ROI/business value areas.
Deliverables
Assessment Report
High-Level Scope Document
19
PLM ROI Calculator (AR Assistant)
Easy to use questionnaire template.
Automatically derives ROI numbers.
Will directly support future PLM AR
business case considerations.
Has the potential to streamline AR
process, through standardization.
Deliverables
ROI/Savings Calculations
Potential inputs/data for AR
20
Resource Template Tool Deliverables
Teamcenter Implemetation Roles
Source
Role Emerson Siemens IBM
Sponsor X
Program Manager X Prime Prime
Project Manager X Prime Prime
Complexity (1-20)
Project Administrator Prime Prime
+
Solution Architect Prime Prime EBOM,
Software Specialist X MBOM
Infrastructure Architect/Specialist X Prime Prime Docume
Business SME X EBOM, nts, + +
Docume ECR/ECN Oracle Classific
Business Consultant X nts, Workflo Mfg ation,
Data Architect X Minor w, ERP Master
Integration Specialist X X Workflo Complia Integrati Data Complex External Emerson
Training Specialist X w nce on Catalog ity FTEs FTEs Total
Global 7 14 16 19 1 2 2 4
Application Administrator X PDM
X-functional 6 12 14 17 2 2 2 4
Data Migration Specialist X X-functional 5 10 12 15 3 2 3 5
Testing Specialist X X X Eng Global 4 7 9 12 4 3 3 6
Application Developer X Local 3 5 7 10 5 4 3 7
Database Administrator X Global 2 N/A N/A N/A 6 5 4 9
CAD
Local 1 N/A N/A N/A 7 5 4 9
Security Specialist X X X
8 5 4 9
Performance, Capacity & Scalability Specialist X 9 5 4 9
Documentation Specialist Prime Prime 10 6 5 11
11 6 5 11
12 6 5 11
13 6 7 13
14 7 7 14
15 7 7 14
16 8 10 18
17 8 10 18
18 10 10 20
19 12 10 22
21
Discovery Phase
Standardized evaluation methodology that can be customized to local requirements.
More detailed analysis of Deployment strategy and requirements.
Alignment to PLM CoE standards evaluation.
Deployment cost estimate.
Key Decision Matrix to trace requirements to solutions
Project Management
1. Project Plan
2. Weekly Status Reports Phase Two
Phase One 11. Architecture Model
3. IT Environment Assessment 12. Future Business Process Design
4. Assessment of Current State 13. High-Level Deployment Strategy
5. Business Architecture Context 14. Deployment Education and Training Strategy
6. Data Migration Plan 15. High-Level Solution Plans
7. IT Architecture Strategy 16. Key Decisions Matrix
8. Current Organization Assessment 17. IT Operational Model
9. Change Readiness Assessment 18. Security Requirements
10. Application Architecture 19. Transition Management Strategy
22
Deployment
Standardized Deployment Activity Checklist.
Best-Practice Deployment Roles & Responsibilities.
Template MS- Project Deployment Schedule.
Deliverables
Approved scope & project plan.
Budgeted & resource-loaded Project.
PLM CoE solution standards deployment.
23
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
24
PLM Center of Excellence (CoE)
Governing Body
Develops and Promotes the Development of
Corporate PLM Standards
Develops Reference Environment based on Proofs
of Concept
Owns and Manages PLM Assets
Maintains PLM Community Site
25
Governance & Oversight Model
Ongoing Activities
Leadership/Direction/Strategy/Coordination
Business initiatives, standards, technology
Approvals, Waivers
Leverage Evolving Best Practices
Standards Change Management
Data, Process, Technology, Configurations
Marketing/Promoting/Messaging/Educating
Division/Project Assessments
Before, During, After Deployments
26
PLM Architecture and Functional Roadmap
Define Architecture
All potential functions and integrations
PDM
Portfolio/Project Mgmt
Requirements Mgmt
ERP
Procurement/Parts/Supplier Mgmt
Mechanical/Electrical/Software Lifecycle Mgmt Integration
Applications, Data and Process Models
Multi-Site, Network Design
Revisions/Versions
Define Functional Roadmap
Deployment strategy
27
Goal: Integrated Supply Chain
Design
Automation
Partners/
MCAD Teamcenter Customers
Collaboration
ECAD
Master Data Catalogs
Suppliers, Items, Locations
Rqmts, Compliance, PPM, Mfg Process
Software LCM
Core Document, CAD, Change, BOM Mgmt
Suppliers
Innovation Management
Emerson (Oracle)
Emerson
Transaction
Systems
Hub Supplier
Material Information Network Portal
Logistics Information Network Logistics
Providers
Supply Chain Management
28
CoE Organization
Chief Technology Officer Exec Team: TBLs, PBLs, Corp
Partners:
VP Supply Chain Inform and Advise
Siemens & IBM
Chief Information Officer
Tano Maenza, Emerson PMO
CoE Core Team Membership Bob Christenson, CoE Lead
Climate Technologies
Sub-Teams
Industrial Automation (As Needed)
Dynamic membership
MAC for limited time
Network Power
NPD
Alignment
Embedded Power and Computing
Oracle
Process Management Interface
Parts
Tools & Storage Management
Master Parts
Corporate Catalogue
Compliance
…
…
29
PLM CoE Sub-Team Program Plan
OCT DEC MAR FY08 JUN SEP
Parts Classification
• Parts classification schemas
• Tc Proof of Concept Master Parts Catalogue
Export Compliance • Design/Build/Deploy AR • IT tool selection
• Standard functions/schema
• Standard functions • Tc Proof of Concept
• Tc Proof of Concept
Tc-Oracle Integration
NPD Process Alignment
• Standard integrations
• NPD Templates • Tc Proof of Concept
• Tc Proof of Concept
Environmental Compliance • Design/Build/Deploy AR
• Standard functions
• Tc Proof of Concept
Design/
Parts Mgmt Process Build/
Deploy AR
• Create, release, select/reuse, obsolete
• Parts Mgmt Tc Proof of Concept
• End-to-End Proof of Concept
30
Community Site
Provides central single source of truth for CoE
documents through vaulting
Adds asynchronous collaboration through discussion
boards, Issues lists
Demonstrates commitment to recommended PLM
approved technology
Provides management of CoE team members PLM
roles and responsibilities
Improves communication to CoE team members
31
Community Site Contents
PLM CoE Activities Schedule PLM CoE Announcements
CoE Team Members List PLM CoE Monthly Newsletters
CoE Sub-Team Activity Support Center
Special Projects Emerson Help Desk
Hosted Solution Siemens Support
Issues Tracking Siemens Teamcenter
PLM ROI Calculator Information
CoE Discussion Board Teamcenter Suite info links
CoE Surveys Siemens CAD/CAM/CAE
Design Engineering
Solutions
32
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
33
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
Reference Environment Configuration
34
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
35
PLM CoE Level 1 Data Model (RDA)
36
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
37
PLM CoE Level 1 Process Model
(Example)
2.1 Create an Internal Part
Teamcenter
Obtain the
internal part
Engineer Teamcenter Yes
Meet part
Select review requirement?
part(s)
No
Teamcenter Yes
Related
internal part(s)
Search for
found?
internal part
No
Teamcenter
Teamcenter Distribute End
Create an internal part
Start status
internal part No
Teamcenter No
object CO
Associate internal required?
Inputs: Internal part
· Internal part part design/ design exist?
specification to Yes
specification/
requirements Teamcenter the internal part Yes
· Part design Complete the
· Workflow internal part
form Yes
No
Teamcenter
Yes Require an
1.2.1 Create a Approval internal part
design Update the required? update?
Does an internal internal part
specification Manual
Yes
exist? No
Resolve 6.3 Process a
No comment CO
Teamcenter
1.1.1 Create a Route internal Teamcenter
design part for
approval Review
comments
Teamcenter Yes
Approve the
Review internal
internal part?
part for
approval
Approver No
Teamcenter
Provide
comment
System Grouped
Legend: Decision Event activities
Task
Connector
38
New Part/Change Management
Level 1 New Part and Change Management processes– Investigation
Request, Chance Request, Change Order, Change Notice
IR Investigati Could you look An object that identifies any product-related Can lead to and be
on into this? problem or opportunity, without necessarily related to one or more
Request identifying the potential resolution. CRs and COs. Also,
many IRs can be
associated with one CR.
CR Change May We Make An object that references the problem or Can lead to and be
Request a Change? opportunity, proposed solutions, and related to one or more
related information. A CR contains sufficient COs. Also, many CRs
information to allow a decision to proceed can be associated with
further with the change. one CO.
CO Change Please Make a An object that references the problem, Can lead to and be
Order Change and originating CR(s), solutions, and/or related related to one or more
Release Item/ information. A CO contains sufficient CNs for releasing one or
Part/EBOM information to incorporate the change. It is more MBOMs. Closed
used to manage the creation and changes when Part/EBOM
to product information, and the release of changes have been
Parts and EBOM to manufacturing. implemented in
Manufacturing or non-
ERP Items have been
released.
CN Change Part/MBOM An object that represents a notice to Closed when the
Notice Change to be manufacturing describing Parts/MBOMs Part/MBOM changes
Implemented in being implementation at specific have been implemented
Manufacturing ERP/instance/Org. Only used for sites within manufacturing. 39
passing MBOMs from Teamcenter to ERP.
Standards
Data Model
Process Model
Functional Capabilities through Subteams
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
40
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
41
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
42
Parts Classification Scope
Establish enterprise-wide part classification schema for
catalog parts with divisional hierarchy road map for build to
print parts and sub assembly
Develop common part definitions to enable part re-use at a
site, division and corporate level.
Leverage industry standards in part classification and
attributes.
Define data requirements to enable future design
collaboration, part cataloging and new part introduction
process.
Define data load strategy.
Solutions must be able to be implemented within Teamcenter.
Prototype classification schema for integration between
Teamcenter and MIN
Define Governance between Data Model and Part
Classification
43
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
44
Key Parts Management Elements
Key Elements Business Benefits
Development
Management System Efficiency
–Teams –Expense
–Cycle Time
Procurement
Process Common Tools
Cost Mfg Cost
–P/N selection/reuse –Teamcenter –Volume Purchases –Logistics
–Preferredness –Oracle –Price Takedown –Inventory
–Custom or Catalog –Material Selector Advantage
–Classification
–MIN
Common Metrics Warranty
–Repair Action Expense
–Field Inventory
45
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
46
Key Project Activities
Defined Environmental Compliance requirements
Must manage compliance data effectively and efficiently
Must integrate with any type of PLM or part management system that
exists in the Divisions
Must address existing and future environmental legislation to be useful in
the long term (especially REACH)
REACH, EU RoHS, China RoHS, WEEE, etc.
Must have a user friendly interface so that staff “use the software”
instead of shelving it because it is “too hard to use”
Evaluated and Selected Teamcenter Environmental Compliance (TcEC)
Currently Developing Deployment Strategy in support of REACH
47
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
48
Technology Compliance Team
All U.S. origin technology is subject to the various U.S. export
regulations
Regardless of where in the world the technology resides
Regardless of how exported (hardcopy, electronic, oral, etc.)
Team will review requirements and advise regarding International
Trade Compliance
Requirements include:
Regulatory Jurisdiction (EAR, ITAR, etc.)
Export Classification to determine license requirements
Determination of access controls required
Define technology, technical data potentially requiring export
licenses, e.g.
EAR controlled technology licensing depends on country,
recipient nationality
ITAR controlled technology data restricted to any foreign
national, even if Emerson employee, even if in U.S.
Best practices Technology Control Plans (TCP)
49
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
50
Level 1 Part Creation & Change Management Alignment
To New Product Development Process
New Product Development Process
Change Management Process Model
Part Creation
Process Model
PLM Data Model 51
NPD/Change Mgmt and Part Creation
New Product Development Process -- 2007
Concept Launch &
Market Idea Concept Development & Design & Production
Research Generation Feasibility Project Planning Development Ramp Up StartUp Production
Investigation
Request
Change
Request
Change
Order
Change
Notification
Required
Optional
Not Used
Requires integration between NPD with PLM
Change Mgmt and Part Creation
52
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
53
Master Data Item “Ownership”
Walk
Own Reference
Change Notice
Engineerin
Engineerin
Oracle
Create Add
Oracle
Engineering Item
gg
Create Add
EBOM
Own
CAD Drawing
Teamcenter
Own
Manufacturing Item
Own
Inventory
MBOM
Oracle
Own
Inventory Organization
Reference Own
Item Cost
Own
Manufacturing Routing
54
Master Data Item “Ownership”
Run
Own Reference
Change Notice
Engineerin
Own Reference
Oracle
Engineering Item
g
Own Reference
EBOM
Own
CAD Drawing
Context/MSE
Collaborative
Teamcenter /
Create Add
Manufacturing Item
Create Add
Inventory
MBOM
Oracle
Reference Create
Item Cost
Reference Create
Inventory Organization
55
CoE Subteams
Parts Classification
Parts Management
Environmental Compliance
Technology Export Compliance
New Product Development Alignment
ERP-PLM Integration
Master Parts Catalogs
56
Emerson Master Part Catalog
The goal is to establish a single Part Master, residing at
the enterprise level, that is accessible and usable by the
60+ Emerson Divisions and cross-functional communities
(Engineering, Sourcing, Logistics, Manufacturing, etc.).
The Master Part Catalog will be integrated within the
overall Emerson architecture and Teamcenter instances.
57
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
58
Global Engineering Strategy
Globally synchronized product and component data
with uniform performance access across
collaborating sites.
Means for exchanging product and component data
among divisions with different L3 data models.
Defined migration path to strategic applications.
Defined technology refresh and support plan for
strategic applications.
Enterprise-wide, globally-shared licensing for
strategic applications.
Standardize Best-Cost Design Engineering Centers
59
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
60
Technical Architecture
61
Standards
Data Model
Process Model
Functional Capabilities
Global Engineering Strategy
Reference System Architecture
Corporate Application Architecture
62
Proposed Parts Mgmt Hierarchy
Reporting & Analytics
Transaction MIN
Data
(100+ Sources Classification Transaction
Data / Item Master Data
Parts Classification
Master Catalog
Create/
ERP1 ERP2 Update ERP3 ERP4
Released
Tc A Subclass Tc B
Query
Parameters Results
CAD Integration
CAD5 CAD6 CAD7 CAD8
DIV A DIV B
63
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
64
Divisional Deployments
Divisions representing over two-thirds of Emerson’s
revenue are actively involved in PLM
Pre-Alignment
Discovery
Deployment
Divisions are following the standards established by
the PLM CoE, and are tracked by the PLM PMO
65
Agenda
Emerson Overview
The PLM PMO/CoE Goal
System/Program Scope
PLM Program Management Office
PLM Center of Excellence
Standards
Divisional Deployments
Partners – Emerson, IBM and Siemens
66
Three Teams Playing as One
1. Emerson knowledge and
experience base enriched with
Deep PLM process and industry
knowledge from IBM and
Siemens PLM. Siemens PLM
2. Accelerated deployment and
IBM
solutions implementation with
best practices from Siemens and Emerson
IBM adapted to Emerson
company and products
Net Result: Reduced Time to Achieve Greater Ongoing ROI
67
IBM – Executing the PLM Strategy
IBM Global Business Services
PLM Consulting
Strategy and Change Consulting
Business Transformation
Systems Integration
IBM Global Technology Services
On-Demand Services
Outsourcing
PLM
Centers of IBM R&D
Excellence Customer-driven
research and
development
Infrastructure
Flexible, Open and Secure IT
Infrastructure
IBM Systems and Technology Group
68 68
IBM’s Role at Emerson
Provides Consulting Services in Support of
Program and Project Management through Project
Management Office
Standards Development through Center of Excellence
PLM Best Practices Guidance
Effective REACH Compliance Strategy
Global Engineering Strategy Thought Leadership
Project Management and Process/Technical
Consultants for Divisional Deployments
69
Siemens’ Role at Emerson
Provides Teamcenter Software
Provides Consulting Services in support of
PLM Best Practices
Application Deployment
System Architectures
70
Thank You
71PLM PMO/CoE, Global Multi-Divisional Deployment 71
Emerson and IBM GBS
Related docs
Other docs by uDZI05
