© 2012 Autodesk BO Why do PLM Implementations Fail and How Can You Maximize the Value from Autodesk ® PLM 360? Brett Moushon Autodesk PLM 360 Business Consultant

© 2012 Autodesk Autodesk PLM Consulting Services - Bio Brett Moushon PLM Business Consultant San Diego, CA  20+ Years PLM and AEC Experience  Joined Autodesk in 2012  Background:  General Atomics  IBM  NASA  PTC  PLM Subject Matter Expert  Expertise  Recognized Industry Leader in PLM  Program Management  Business Consulting  PMP Certified

© 2012 Autodesk Key Learning Objectives  Introduce PLM implementation approaches and pitfalls  Strategic method to approach Autodesk PLM 360 implementation  Identify Autodesk PLM 360 value opportunities

© 2012 Autodesk Global Competition …demands shorter product development cycles and the need to implement changes faster Increasing Product Complexity …means product data is spread across disconnected systems making it harder to execute on change effectively Demand for Customized Products …is increasing the number of product options and variants making it more difficult to assess the impact of changes Increasing Regulatory Requirements …means products need to change to ensure regulatory compliance Global Outsourcing …drives the need to collaborate with more 3 rd parties during the product development process Business Challenges Drive The Need for PLM

© 2012 Autodesk PLM Benefits Have Significant Impact

© 2012 Autodesk Learning Objective #1 PLM Implementation Pitfalls

© 2012 Autodesk Cobb’s Paradox - “We know why projects fail, we know how to prevent their failure -- so why do they still fail?" Martin Cobb, Treasury Board of Canada Secretariat

© 2012 Autodesk Risks and Pitfalls Of PLM Projects Risks and Pitfalls  Lack of senior management commitment  Lack of disciplined project management  Lack of buy-in (acceptance) across divisions  Unwillingness to change  Lack of communication  Decision-making process not timely  System does not meet business requirements  Lack of data management processes  Ineffective training program  Lack of testing discipline  Competition for limited resources  Stakeholders not managed Implications and Results  Costs  Time  Benefits  Staff Turnover  System Performance  Business Disruption  Speed to Benefit  Resource Requirements

© 2012 Autodesk What Does Success Look Like? 1. User Involvement19 2. Executive Management Support16 3. Clear Statement of Requirements15 4. Proper Planning11 5. Realistic Expectations10 6. Smaller Project Milestones9 7. Competent Staff8 8. Ownership6 9. Clear Vision & Objectives3 10. Hard-Working, Focused Staff3 SUCCESS CRITERIAPTS TOTAL100

© 2012 Autodesk Consider the program on which you are now working, does it have the following ingredients? Strong TEAM AND EXECUTIVE SPONSORSHIP on the steering committee COMMITMENT from the Client TO PROGRAM SUCCESS Ability to engage and drive ALIGNMENT on key issues TIMELY DECISION MAKING ABILITY TO PRIORITIZE this project relative to other internal needs Ability to garner RESOURCES CHAMPIONS FOR CHANGE, selling the value of the program, and inspiring the business to change to the new processes and working methods during deployment Ability for the entire team to articulate a COMPELLING VISION FOR THE FUTURE that is broadly understood

© 2012 Autodesk Learning Objective #1 PLM Implementation Approaches

© 2012 Autodesk PLM has traditionally been LOTS OF CONSULTING.

© 2012 Autodesk Traditional Methodologies Heavy Infrastructure Setup Exhaustive Time to Implement Coded from Scratch

© 2012 Autodesk Grow your own!!! – Teaching to Fish

© 2012 Autodesk Big Bang!!!

© 2012 Autodesk Implementation Approaches Roadmap and Priority Mapping R.P.M. Ramp Project Phased Implementation Integration Solutions Production Assurance CSM

© 2012 Autodesk Best of Both Worlds - The Approach

© 2012 Autodesk Think BIG!!! What is the PLM Landscape?

© 2012 Autodesk PLM 360 Solution Coverage

© 2012 Autodesk Start SMALL!  What is going to provide the most business value?  What can we start with to provide an early “Win”?

© 2012 Autodesk Scale FAST!  Keep the Momentum!  Get people using the solution!  Constantly Learn and Refine where needed!  Always Be Implementing!  Focus on Adoption!

© 2012 Autodesk Keep it Simple and Measured!

© 2012 Autodesk Key Learning Objective #2 PLM 360 Strategic Implementation Approach

© 2012 Autodesk R.P.M - Roadmap and Priority Mapping Analysis  Roadmap to realize the full value of PLM  Issue Heat Map outlining pain points & severity  Prioritized Strategic Business Initiatives based on value & ease of implementation  Internal Goal Alignment  Best way to get started with a comprehensive PLM Solution  Estimate of Implementation Effort  ROI & Business Value Estimates

© 2012 Autodesk 1 – Kickoff Discovery Interviews 1 – Goals & Implementation Plan 1 – Map Overall PLM Solution 1 – Map Individual Process Workflows 1 – Identify Fields & Permissions 2 – Configure Workspace 2 – Create Users & Permissions 2 – Test Workspace 2 – Verify Setup 3 – Document 3 – Admin Training 3 – End User Training 3 – Repeat

© 2012 Autodesk Approach Benefits Focus On Speed to Production Rapid, Sprint-based, Repeatable Approach Minimal Assessment & Discovery Time Lighter Documentation Built Specifically for PLM360 Rinse and Repeat!

© 2012 Autodesk Week 0Week 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8Week 9Week 10 Support immediate needs. Plan & design to achieve program goals. Plan & Align Resources Top Down Assessment Bottom Up Assessment Map-Build-Use App 3: TBD Map-Build-Use App 2: TBD Management/ Steering Committee Check Points Scope & Plan for Value Roadmap Establish Value Based Roadmap with Cross Functional Buy-In Map-Build-Use App 1: TBD Example PLM Consulting Solution Approach The approach helps address immediate needs and establish a business value based roadmap to achieve overall program goals. Map-Build-Use App 4: TBD PLM Admin Training

© 2012 Autodesk Key Learning Objective #3 Identify Autodesk PLM 360 Value Opportunities

© 2012 Autodesk What is the most widely used PLM tool in the world?

© 2012 Autodesk What is the most widely used PLM tool in the world? No company in the world has 1 system to manage ALL aspects of their product introduction… …There’s always room for improvement

© 2012 Autodesk PDM – Product Data Management  Our definition…..  “A solution focused on the engineering department to manage all CAD related design information including functions like check in, check out, revision control, and engineering bills of material.” PLM

© 2012 Autodesk PLM – Product Lifecycle Management  Our definition…..  “A solution to manage the business processes required throughout the lifespan of a product. A few examples include Program and Project Management, Quality Systems, and Field Service.” PLM

© 2012 Autodesk The Result Limited to an expensive engineering solution 0% 50% 100% CAD Management Change Management Engineering BOM Program/Project Management Requirements Management Other, Misc. At Least Three Source : PLM Community Study PLM Capabilities Implemented

© 2012 Autodesk Information Silos & Distributed Teams CRM Project Management ERPQuality People EngineeringSCM

© 2012 Autodesk How closely does this represent your processes and systems setup today?

© 2012 Autodesk What changes will yield the most value? What changes are the easiest to implement? Is there internal alignment on where to start? What issues are causing the most pain? What does success look like? What systems should be replaced? When? How will initiatives be prioritized?

© 2012 Autodesk Concept Creativity Innovation Possibility Expression Where’s your process bottleneck? Specifics Cost Performance Quality Validation Processes Efficiency Productivity Optimization Control Market Share Differentiation Brand Awareness Value Revenue Proposition Execution Delivery Integration Service Support Mitigation Risk Sales Delivery & Implementation Manufacture & Production Design & Engineering Ideas & requirements Marketing

© 2012 Autodesk Our Approach To PLM Operational Management R&D Supplier ManagementQuality & ComplianceEngineering Maintenance & Support Sales & Service Management Manufacturing

© 2012 Autodesk QualityProduct ManagementManufacturingEngineering Executive IT Service Procurement Facilities Sales PLM for Everyone

© 2012 Autodesk CAD Data PDM R&DENGINEERMANUFACTUREQUALITYSERVICE SUPPLY CHAIN On-premise PDM documents Cloud hosted data & processes A Combined PDM & PLM Solution

© 2012 Autodesk So, From This…..To…. CRM Project Management ERPQuality People EngineeringSCM

© 2012 Autodesk Quality Design Engineering Project Management Service Maintenance Compliance Asset Management Supply Chain more…. A Better Way CRM… ERP People

© 2012 Autodesk What does your NPI process look like?

© 2012 Autodesk Change processes are varied and often complex How does your Change Management processes look like?

© 2012 Autodesk How Important Is Flexibility to Change?

© 2012 Autodesk Quality Standards, Systems and Procedures What standards, systems and procedures are in place today? Quality inspection: testing & inspecting finished goods – either approved or rejected Quality control: Use statistical techniques, data. Create manual, increase employee involvement Quality assurance: Preventing problems from arising – reactive approaches. Quality planning tools TQM: Changing attitudes – commitment to quality in the beliefs & values of all in org Source: Dale & Hooper – 4 stages

© 2012 Autodesk Apps for Everyone Program Management Project Management Project Costing New Product Introduction Tasks Requirements Engineering Items and BOMs Change Request Change Orders Material Specifications Design Review Supply & Procurement Suppliers RFQ RFQ Projects Warranty Recovery Quality Inspections Non Conformances Corrective / Preventative Actions Audits Procedures, Guidelines, & Specs Document Change Order Operations Accident Reports Calibration Equipment Maintenance Sales & Marketing Customers Sales Quotes Marketing Assets Service & Support Service Request Return Merchandise Authorization Classification & Reference Approval Lists ISO9001 Sections Material Properties Inspection Templates Item Categories Calibration Providers

© 2012 Autodesk Key Practices…..

© 2012 Autodesk Start the Implementation on the Right Course!  Define achievable goals, aligned with high-value business needs  Proper Scope and Expectations  Management Commitment commensurate with Scope  Immediate Deployment of your PLM 360 Solution for internal use  Allow appropriate “drift” in the project schedule based on project scope.

© 2012 Autodesk Capture the Requirements Capturing the FULL Vision helps accelerate the Implementation, and the High Value Areas help accelerate ROI. The Actual voice of the user has to be represented this will help accelerate Adoption. (Do not develop requirements totally in a vacuum from an IT or CM perspective) Better Knowledge leads to better requirements Gap Analysis is critical to accelerate ROI (by focusing on the Deltas, give and take on change the way we do business to “fit the tool”) Focus on critical features helps accelerate ROI. (just because it is cool and you could implement it doesn’t mean you should)

© 2012 Autodesk Test your Solution  Test plan development should be done in parallel with Implementation  A staging environment is helpful.  A strong messaging campaign is very helpful to aid adoption.  User Training and Adoption

© 2012 Autodesk Moving the Data Migrating Data and Integrating Systems  Migration vs. Integration  What to Migrate? What to Load? When?  What to Integrate?  What to retire?  What to Clean?

© 2012 Autodesk Use PLM 360 as a working model! 1. Establish your PLM 360 Tenant. 2. Use your PLM 360 Tenant to capture requirements. 3. Use this working model to identify gaps and prototype new features. 4. Make sure you plan incremental achievable project releases. 5. Focus on key implementation and technical risk areas. (testing, data migration, system integration)

© 2012 Autodesk Summary (Key Learning Objectives) 1. Introduced PLM implementation approaches and pitfalls Big Bang, Incremental, DIY 2. Strategic method to approach Autodesk PLM 360 implementation Think Big, Start Small, Scale Fast Map It – Build It – Use It 3. Identify Autodesk PLM 360 value opportunities Roadmap and Priority Mapping

© 2012 Autodesk Better Practices Establish Executive Sponsorship Select Implementation Team Wisely Implement in Phases Define Successful Outcome Initiate Simple Technology Change Management Process Balance Documentation

© 2012 Autodesk Questions???

© 2012 Autodesk