Friday, February 14, 2014

PLM Best Practices

PLM Best Practices


Below are some best practice guidelines that may ease the implementation process, getting your PLM system up and running faster and easier.

  • Develop iteratively 
    Although it is always best to know all the requirements in advance, this is often an unrealistic goal. Therefore, do not spend an inordinate amount of time upfront on requirements and design without user validation.
  • Manage Requirements 
    Always keep in mind the requirements set by the users.
  • Model Visually 
    Utilize diagrams and mock ups as models. Create visual prototypes and get user validation before developing any method code. Don't spend a significant amount of time developing specs without prototyping the solution.
  • Use Components
    Breaking down large projects into manageable pieces. Look for "Small Wins" that provide business value.
  • Verify Quality 
    Always make testing a major component of the project.
  • Control Change 
    Ensure that changes are synchronized and verified constantly.
  • Divide Implementation into Phases
    Create phases that provide business values and can be deployed independently. Build a plan for each of these phases that includes goals and be sure to give priority to important or high risk items.
  • Use References 
  • Use Cases as a Foundation 
    You will most likely write two types of use cases: High Level and Detailed. These Use Cases are a foundation for documentation, training material, and test plans.

Wednesday, February 5, 2014

Project Manager

Project management careers & trainingA project manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution and closing of any project, typically relating to construction industry, architecture, aerospace and defense, computer networking, telecommunications or software development.


1.     Focus on customer needs
The single biggest success factor for a project is whether it delivers what the customers really need. Not only will that create a happy customer, it will also dramatically increase your success as a project manager. The tricky part is that customer needs aren’t necessarily synonymous with what the customers say they want. Outstanding project managers focus on the customer’s real needs and seek to uncover the reasons behind the requirements. They do that through enquiry and by consistently learning about the client’s business.
2.     Keep your promises
As a project manager is it absolutely essential that what you say and do is credible and that your clients and stakeholders trust you. When you take on an action or commit to a deadline – however big or small – always deliver it when you said you would. This is also true when it comes to chasing other people for the actions they take on. You will gain an enormous amount of respect for being effective, timely and reliable and it will be easier for you to plan and execute the project with minimal resistance. Set a good example in everything that you do.
3.     Be proactive
They key to success for any manager and leader is to be proactive and consistently focus your efforts and attention on the long-term as opposed to being reactive in the present moment. Too often we get caught up in urgent or unimportant activities and we procrastinate on the big important things such as planning and initiating the project properly, writing the business case, learning about our client’s business or taking the time to build strong relationships with our customers and team members. Don’t sit back and wait for things to happen. Take the initiative as a matter of course.
4.     Support your team
Your team is the project’s biggest asset so nurture it and enable each individual team member to thrive. Allow for people’s individuality, play to their strengths and give them the support they need to succeed. To build a great team, spend one-on-one time with people on a weekly basis. Ask them what you can do to help, what they worry about and how you can assist them in working more effectively. Never be afraid to ask questions and to lend a helping hand. One of your most important roles is to remove blockages so that your team can get on with its work.
5.     Delegate
If you are to add maximum value, you must learn to delegate. This will help you create space to concentrate on the big picture and on the strategic aspects of the project. Tracking timesheets, taking minutes and planning detailed work-streams are important aspects of a project, but it’s not important that you do them. Get a project administrator on board or train your senior team leads to take on a more senior role. Not only do you develop their skill set, you also free yourself up to focus on customer relationships, communication, team building and setting the vision.
6.     Challenge the status quo
It is no longer enough to turn up for work and deliver a project the way we used to. The global crisis has meant that everything is being scrutinized and that executives are constantly on the look-out for how we can deliver change in a better, cheaper and faster way. You need to challenge the status quo on a daily basis and help identify how the team can work smarter, what new technologies you can employ, which extra benefits you can deliver and how project processes can be improved.
7.     Stay calm under pressure
As a project manager you are under daily pressure to deliver, make decisions and sort out issues. You need set a great example by managing your state of mind and remaining calm when the pressure is on. Maintain a balanced perspective and think of solutions rather than placing blame or making knee-jerk decisions. In situations of conflict, take on the role of a mediator and convey both sides of the argument. Whatever you do, do it well; as the way you conduct yourself is the most you can ever expect from your team