scholarly journals Critical Information

2012 ◽  
Vol 134 (06) ◽  
pp. 32-35 ◽  
Author(s):  
Peter A. Bilello
Keyword(s):  
Best Practices ◽  
Systems Engineering ◽  
Product Lifecycle Management ◽  
Digital Design ◽  
Extended Enterprise ◽  
Product Lifecycle ◽  
Release Date ◽  
Product Release ◽  
Electrical Engineers ◽  
Lifecycle Management

This article discusses the shift to product lifecycle management (PLM) systems by various mechanical engineering companies. Systems engineers and information-handling experts are joining forces to get a grip on the information explosion, thanks primarily to the timely convergence of systems engineering with digital design and development. PLM supports the extended enterprise. The rationale behind using PLM is to ensure that the ideas and information driving the development of today’s products incorporate best practices and everything learned right up to the product-release date. The rapid increase in electronic controls and software that are being built into key auto components requires that mechanical engineers and electrical engineers work ever more closely together. This highlights the need to integrate the very different approaches to development that the two disciplines use. One of the key functions of PLM is to make sure all the data in those analyses are retained, not just the conclusions.

Towards a Unified Product and Project Lifecycle Model (PPLM) for Systems Engineering

2008 ◽  
Author(s):  
Valeria Perelman ◽  
Amira Sharon ◽  
Dov Dori
Keyword(s):  
Systems Engineering ◽  
Size Structure ◽  
Product Lifecycle Management ◽  
Multidisciplinary Teams ◽  
Product Lifecycle ◽  
Management Framework ◽  
Complex Products ◽  
Software And Hardware ◽  
Lifecycle Management ◽  
Project Lifecycle

Developing and sustaining complex systems requires collaboration of multidisciplinary teams, coordination of processes, methods and tools, allocation of resources and utilization of adequate facilities within enterprises. The system engineering management comprises three intertwined domains: the product, the project and the enterprise. Despite the obvious links between them, each is carried out using its distinct ontology and toolset. This conceptual separation hinders effective handling of the project and product lifecycle activities within the enterprise. Testing activities of complex products are focused on verifying the performance of increasingly large modules, from software and hardware components, through subassemblies to the entire operational system. What needs to be developed, tested, and delivered is determined by the product requirements, its functions, architecture, components, and their interactions. When each component should and can be developed and tested is determined by the project plan, which is dynamically re-estimated, re-evaluated, and re-planned depending on different parameters such as the project actual status compared with the plan, recourses availability, risks, technological breakthroughs or other impacting issues. Whether carrying out the development mission is feasible is determined by the responsible enterprise, its size, structure, management criteria, other projects running in parallel, commitments, and many other aspects. This paper introduces a unified project-product lifecycle management framework that attempts to address the problems cause by separating the product from the project that is supposed to deliver it within the executing enterprise.

Sharing Knowledge When it Cannot be Made Explicit

2018 ◽  
Vol 8 (4) ◽  
pp. 14-28
Author(s):  
Pierre-Emmanuel Arduin ◽  
Julien Le Duigou ◽  
Marie-Hélène Abel ◽  
Benoît Eynard
Keyword(s):  
Information Systems ◽  
Social Interaction ◽  
Tacit Knowledge ◽  
Product Lifecycle Management ◽  
Shared Understanding ◽  
Extended Enterprise ◽  
Product Lifecycle ◽  
Collaborative Platform ◽  
Lifecycle Management ◽  
Working Alone

Information systems often strengthen a preference for working alone: interoperability as much as interpretation variance restrain the ability of people and systems to interact and to work together within an extended enterprise. In this article, the authors propose to extend product lifecycle management (PLM) systems in order to share not only (1) knowledge that has been made explicit and which is strongly contextualized so that there is no interpretation variance, but also (2) knowledge that cannot be made explicit and which remains tacit knowledge, needing social interaction and shared understanding to be actually shared. The use of a collaborative platform is proposed in this article in order to allow stakeholders to produce a shared understanding of what a concept means through the use of ontologies. The conditions as well as the limits of the proposition are discussed at the end of this article.

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