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The execution of operational PCM projects alone is, in the long run, not sufficient; a sustainable establishment of the methodology in the organization is required. This is done along several dimensions:
The objectives pursued through the introduction of PCM need to be synchronized with the corporate strategy. If contradictions between the lived corporate strategy (“we deliver the technically best product”) and the PCM goals (“we want to offer the best price/performance ratio”) exist, failure is inevitable.
It is important not to define PCM in separate business processes, but to establish it as an integrated part of the product development and maintenance processes. This should be supported by a structure that concentrates PCM expertise. Ideally, all PCM projects are supported by a team of “internal consultants”. Another important aspect is the governance of PCM – to set goals and take decisions, e.g., with respect to investments, risks, etc. A key success factor is the early and ongoing involvement of top management.
TARGUS uses an extensive number of PCM methods , and their use can be supported by a wide range of IT tools. Not every one of these tools and methods is suitable for use in each company; rather, a clear selection should be made as to which methods will be used and with which tools they are to be supported. In our experience, the introduction of the selected methods follows the principle “see one – do one – lead one”.
Both methodological and technical competencies from different disciplines should be available in the internal PCM team. In addition, PCM projects should have access to specialists for product and process technologies if necessary – these can come from internal specialist departments, but in many cases the use of external specialists can also makes sense.
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