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The Resource Product Lifecycle Management : Volume 1: 21st Century Paradigm for Product Realisation

Product Lifecycle Management : Volume 1: 21st Century Paradigm for Product Realisation

Label
Product Lifecycle Management : Volume 1: 21st Century Paradigm for Product Realisation
Title
Product Lifecycle Management
Title remainder
Volume 1: 21st Century Paradigm for Product Realisation
Creator
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Decision Engineering Ser
Product Lifecycle Management : Volume 1: 21st Century Paradigm for Product Realisation
Label
Product Lifecycle Management : Volume 1: 21st Century Paradigm for Product Realisation
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=3109724
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Copyright
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface -- Contents -- 1 Product Lifecycle Management -- 1.1 What Is PLM? -- 1.1.1 Definition of PLM -- 1.1.2 Definition of the PLM Initiative -- 1.1.3 A Paradigm -- 1.1.3.1 The Paradigm Before PLM -- 1.1.4 Definition of the PLM Paradigm -- 1.2 This Chapter -- 1.2.1 Objective -- 1.2.2 Content -- 1.2.2.1 Skills -- 1.2.3 Relevance -- 1.3 The P, L and M of PLM -- 1.3.1 The P of PLM -- 1.3.1.1 Importance -- 1.3.1.2 Range of Products -- 1.3.1.3 Number of Parts -- 1.3.2 The L of PLM -- 1.3.2.1 Related Lifecycles -- 1.3.3 The M of PLM -- 1.4 The Scope of PLM -- 1.4.1 Activities in the Scope of PLM -- 1.4.2 The PLM Grid -- 1.4.3 Resources in the Scope of PLM -- 1.4.3.1 Objectives and Metrics -- 1.4.3.2 Organisation and Management -- 1.4.3.3 Activities -- 1.4.3.4 People -- 1.4.3.5 Product Data -- 1.4.3.6 Product Data Management System -- 1.4.3.7 PLM Applications -- 1.4.3.8 Facilities and Equipment -- 1.4.3.9 Methods and Techniques -- 1.4.3.10 Products -- 1.5 The PLM Paradigm -- 1.5.1 PLM Concepts -- 1.5.1.1 Business-Oriented -- 1.5.1.2 Formally-Defined -- 1.5.1.3 Lifecycle -- 1.5.1.4 A Holistic Paradigm -- 1.5.1.5 Digital -- 1.5.1.6 A Joined-up Paradigm -- 1.5.1.7 Focus on the Product -- 1.5.2 PLM Consequences -- 1.5.3 PLM Corollaries -- 1.6 Benefits of PLM -- 1.6.1 Strategic Benefits -- 1.6.2 Operational Benefits -- 1.7 The Spread of PLM -- 1.8 Overcoming Problems, Enabling Opportunities -- 1.8.1 Managing the Product Isn't Easy -- 1.8.2 Loss of Control -- 1.8.3 Sources of Problems -- 1.8.4 Opportunities -- 1.9 What Next? -- 2 The PLM Environment -- 2.1 This Chapter -- 2.1.1 Objective -- 2.1.2 Content -- 2.1.2.1 Skills -- 2.1.3 Relevance -- 2.1.3.1 It Depends Where You're Starting from -- 2.1.3.2 Time for Complete Change -- 2.1.3.3 Starting from, Ending in -- 2.1.3.4 The Name of "Before PLM" -- 2.1.3.5 The End of "Before PLM"
  • 2.2 Issues in the Traditional Environment -- 2.2.1 Serial Workflow -- 2.2.2 Departmental Organisations -- 2.2.3 Piecemeal Improvements -- 2.3 Product Data Issues -- 2.3.1 A Lot of Product Data -- 2.3.2 Poor Change Management -- 2.3.3 Data not Linked to Management Tools -- 2.4 A Complex, Changing Environment -- 2.4.1 Change -- 2.4.2 Interconnections -- 2.4.2.1 Macroeconomic Changes -- 2.4.2.2 Environmental Changes -- 2.4.2.3 Corporate Challenges -- 2.4.2.4 Technological Changes -- 2.4.2.5 Product-Related Changes -- 2.4.3 Changes Driving PLM -- 2.4.4 Result -- 2.5 Example from "Before PLM" -- 2.5.1 Introduction -- 2.5.2 Quantitative Feedback -- 2.6 Product Pains -- 2.6.1 Aerospace Products -- 2.6.2 Power Plants -- 2.6.3 Automotive Products -- 2.6.4 Financial Products -- 2.6.5 Other Products -- 2.6.6 Current and Future Nightmare -- 2.7 Product Opportunities -- 2.7.1 Globalisation Opportunity -- 2.7.2 Technology Opportunities -- 2.7.3 Social/Environmental Opportunity -- 2.7.4 Human Resource Opportunity -- 2.7.5 The Result and the Requirements -- 2.7.5.1 Next Steps -- 3 Business Processes in the PLM Environment -- 3.1 This Chapter -- 3.1.1 Objective -- 3.1.2 Content -- 3.1.2.1 Skills -- 3.1.3 Relevance of Business Processes in PLM -- 3.2 Definitions and Introduction -- 3.2.1 Definitions -- 3.2.1.1 Process -- 3.2.1.2 Business Process -- 3.2.1.3 Process Mapping -- 3.2.1.4 Process Modelling -- 3.2.1.5 Business Process Management -- 3.2.1.6 Methods/Techniques/Best Practices -- 3.2.1.7 Use Case -- 3.2.1.8 Workflow -- 3.2.2 Action Across the Product Lifecycle -- 3.2.3 Organising the Action -- 3.2.3.1 Departmental Focus -- 3.2.3.2 Method, Technique, How-to, Best Practice -- 3.2.4 Process Approach -- 3.2.4.1 No Standard Processes -- 3.2.4.2 Business Process Architecture -- 3.2.4.3 Process Management -- 3.2.4.4 Needed Characteristics of a Process
  • 3.2.4.5 Naming of Processes -- 3.2.4.6 Particularities of Business Processes in PLM -- 3.2.4.7 PLM Process Particularities, but Similar Management -- 3.2.4.8 Consequences of Neglecting Processes in the PLM Initiative -- 3.2.5 Tools to Represent Business Processes -- 3.2.5.1 BPMN -- 3.2.6 Documenting Processes -- 3.2.6.1 Reasons for Documenting Processes -- 3.2.6.2 Models -- 3.2.6.3 Process Flow Diagrams -- 3.2.6.4 Swimlanes -- 3.2.6.5 Process Description Documents -- 3.2.6.6 Process Steps -- 3.2.6.7 Use Case, Use Case Description -- 3.2.6.8 Use Case Diagram -- 3.2.6.9 Creation of Workflows -- 3.2.7 KPIs for Business Processes -- 3.2.8 The Importance of Business Processes in PLM -- 3.2.8.1 A Company Is Its Processes -- 3.2.8.2 Revenues Result from Processes -- 3.2.8.3 Waste Results from Processes -- 3.2.8.4 The Process Is What People Do -- 3.2.8.5 Automation -- 3.2.8.6 Understanding and Improvement -- 3.2.8.7 Brother and Sister: Product Data and Business Process -- 3.2.8.8 Process-Related Targets of a PLM Initiative -- 3.3 Process Reality in a Typical Company -- 3.3.1 Generic Issues with Business Processes -- 3.3.1.1 Name and Scope -- 3.3.1.2 Development -- 3.3.1.3 Changes -- 3.3.1.4 Management -- 3.3.2 Interaction with Other Activities -- 3.3.3 Generic Issues with Methods -- 3.3.3.1 Unclear Name and Scope -- 3.3.3.2 Overlap Between Methods -- 3.3.3.3 Overlap Between Methods and Applications -- 3.3.3.4 Confusion Between Methods and Processes -- 3.3.3.5 Duplication of Existing Activities -- 3.3.3.6 Unclear Metrics -- 3.3.3.7 Method Evolution and Confusion -- 3.3.3.8 Interaction of Methods with Other PLM Components -- 3.3.4 Interaction with Company Initiatives -- 3.3.5 Generic Challenges with Business Processes -- 3.3.6 A Generic Vision for Business Processes in PLM -- 3.3.6.1 Phases of the Product Lifecycle
  • 3.3.6.2 Management of the Product Lifecycle -- 3.3.6.3 Lifecycle Design and Analysis -- 3.3.6.4 Lifecycle Modelling -- 3.3.6.5 Process Definition and Automation -- 3.3.6.6 Standard Lifecycle Processes -- 3.3.6.7 Standard Lifecycle Methodologies -- 3.3.6.8 Mandatory Compliance -- 3.3.6.9 Voluntary Conformity -- 3.3.6.10 Progress with Lifecycle and Process -- 3.4 Business Process Activities in the PLM Initiative -- 3.4.1 Projects Related to Business Processes -- 3.4.2 Business Process Improvement -- 3.4.3 Business Process Mapping and Modelling -- 3.4.4 The ECM Business Process -- 3.4.4.1 Process Name(s) -- 3.4.4.2 No Standard Process -- 3.4.4.3 Purpose -- 3.4.4.4 Objective -- 3.4.4.5 Need for Change -- 3.4.4.6 Sources and Reasons for Change -- 3.4.4.7 The Risk of Uncontrolled Change -- 3.4.4.8 The Danger -- 3.4.4.9 The Future -- 3.4.4.10 Typical Activities -- 3.4.4.11 Different Numbers of Steps -- 3.4.5 The NPD Business Process -- 3.4.5.1 Process Name(s) -- 3.4.5.2 No Standard Process -- 3.4.5.3 Stage and Gate -- 3.4.5.4 Lessons Learned -- 3.4.6 The Portfolio Management Process -- 3.4.6.1 Different Scopes -- 3.4.6.2 Process Name(s) -- 3.4.6.3 NPD Project Portfolio Management -- 3.4.6.4 Similar Starting Point -- 3.4.6.5 Requirement -- 3.4.6.6 Reports -- 3.4.6.7 Lessons Learned -- 3.5 Learning from Experience -- 3.5.1 From the Trenches -- 3.5.1.1 No Time for Processes -- 3.5.1.2 Unexpected Interest -- 3.5.1.3 Unexpected Reply -- 3.5.1.4 Processes Aren't in PLM? -- 3.5.1.5 Process and System (1) -- 3.5.1.6 Process and System (2) -- 3.5.1.7 Too Much Mapping -- 3.5.1.8 A Change of Situation -- 3.5.2 Business Process Improvement Approach -- 3.5.2.1 As-Is Situation -- 3.5.2.2 Towards To-Be -- 3.5.2.3 To-Be -- 3.5.2.4 To-Be Process Model -- 3.5.2.5 Benefits -- 3.5.3 Pitfalls of Business Process Mapping and Modelling
  • 3.5.4 Top Management Role with Business Processes -- 3.5.4.1 In Control of Business Processes -- 3.5.4.2 Leading from the Top -- 3.5.4.3 The Right Structure -- 3.5.4.4 The Right Culture -- 3.5.4.5 The Right Skills -- 4 Product Data in the PLM Environment -- 4.1 This Chapter -- 4.1.1 Objective -- 4.1.2 Content -- 4.1.2.1 Skills -- 4.1.3 Relevance of Product Data in PLM -- 4.2 Definitions and Introduction -- 4.2.1 Definitions -- 4.2.1.1 Product Data -- 4.2.1.2 Product Data Management -- 4.2.1.3 Data Model -- 4.2.1.4 Conceptual Data Model -- 4.2.1.5 Logical Data Model -- 4.2.1.6 Physical Data Model -- 4.2.1.7 Entity-Relationship Model -- 4.2.1.8 Configuration, Configuration Management -- 4.2.2 Product Data Across the Lifecycle -- 4.2.3 Organising the Product Data -- 4.2.3.1 Departmental Focus -- 4.2.3.2 Paper -- 4.2.3.3 Document Management Group -- 4.2.4 Product Data as a Strategic Resource -- 4.2.4.1 Metadata -- 4.2.4.2 Product Data Architecture -- 4.2.4.3 Product Data Modelling -- 4.2.4.4 Product Data Rules -- 4.2.4.5 Managing Product Data -- 4.2.5 Tools to Represent Product Data -- 4.2.5.1 UML -- 4.2.6 Data Model Diagrams -- 4.2.6.1 Data Flow -- 4.2.6.2 Class Diagram -- 4.2.6.3 State Diagram -- 4.2.7 KPIs for Product Data -- 4.2.8 The Importance of Product Data in PLM -- 4.3 Reality in a Typical Company -- 4.3.1 Generic Issues with Product Data -- 4.3.2 Interaction with Other Activities -- 4.3.3 Interaction with Company Initiatives -- 4.3.4 Generic Challenges and Objectives -- 4.3.5 A Generic Vision for Product Data in PLM -- 4.3.5.1 Clean, Standard, Process-Driven Data -- 4.3.5.2 Digital Data -- 4.3.5.3 Data Management -- 4.3.5.4 Legacy Data -- 4.3.5.5 Data Exchange -- 4.3.5.6 Progress with Data, Information and Knowledge -- 4.3.5.7 Progress Report -- 4.4 Product Data Activities in the PLM Initiative -- 4.4.1 Product Data-Related Projects
  • 4.4.2 Product Data Modelling
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{'f': 'http://opac.lib.rpi.edu/record=b4383710'}
Edition
3rd ed.
Extent
1 online resource (363 pages)
Form of item
online
Isbn
9783319174402
Media category
computer
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rdamedia
Media type code
c
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