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Project-centric (PLM) delivers a unique combination of process and application capability to optimize Engineer to Order (ETO) and/or Engineering Procurement and Construction (EPC) business models. This more tailored collection of process and application capability enables the creation of a core of data management functionality which better enables your evolution to an Enterprise PLM environment where you transition from laggard or mid-tier performances to Best in Class.

The journey to a full Project-centric Enterprise PLM environment should begin with strategy/road mapping work that will drive a clear set of objectives for how you will execute in the future state. From this set of objectives, the next vital task is to derive a Global Object model for the long term Enterprise PLM application environment. The investment in these two critical stages will:
  1. Better enable program justification and vendor selection
  2. Better enable the on boarding of executive sponsors
  3. Enable your creation of a more refined time and cost to value
  4. Reduce the time and cost to value 
  5. Enable your optimization of out of box functionality
  6. Increase the quality of delivered process and application functionality
  7. Reduce the total cost of ownership for the PLM asset base
  8. Ensure against building process and application functionality in the
    early stages that hinder your ongoing exploitation of the PLM asset base
  9. Ensure against other initiatives  build of process and application functionality
    that could hinder your ongoing exploitation of the PLM asset base
  10. Increase SME participation and buy-in and reduce program discourse

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Key Value Findings:
  1. Time to value for PDM Core among top implementers is on average 31% shorter
  2. Cost to value  for PDM Core among top implementers was on average 23% lower
  3. Top implementers report requirement to rework Global Object Model and/or Core PDM
    functionality to enable Enterprise PLM occurred less than a third of the frequency for implementers
    who executed absent strategy and global object model
  4. Time to value for Enterprise PLM among top implementers is on average 42%% shorter
  5. Cost to value  for Enterprise PLM among top implementers was on average 19% lower

Implications & Analysis:

  1. Top implementers are 3 times as likely to develop a comprehensive PLM Strategy & Roadmap
  2. Top implementers are 4 times as likely to conduct a comprehensive analysis of affected processes and establish new targets for design at the informal process layer
  3. Top implementers are twice as likely to establish a refined set of Key Performance Indicators to enable measurement of success of each implementation stage
  4. Top implementers are twice as likely to develop a Global Object Model prior to Vendor Selection or any major re-implementation of existing PLM assets

Our senior analysts are equipped to assist your organization to:

  1. Derive a comprehensive Strategy/Roadmap for PLM
  2. Conduct the analysis of process to establish a refined set of New Targets for Design
  3. Derive the Global Object Model for Enterprise PLM
  4. Calculate a justification for the program phases across the roadmap
  5. Establish KPI's to enable measurement and reporting of the success of each phase in the overall roadmap
  6. Assist with the vendor evaluation & selection
  7. Establish the Project Management Office for the initiative and manage the initiative day to day
  8. Plan and execute the Organizational Change Management work required to ensure stakeholder buy-in, adoption and executive support
  9. Design, build, test, and commission the PDM Core and Enterprise PLM process & application functionality
  10. Conduct the Change Impact Assessments at each Business Unit/Site and manage the Site Readiness preparation work to ensure an effective and efficient Go-Live

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