2PLM October 3 2016


2PLM Newsletter

John Stark Associates                                                                                                                              October 3, 2016 - Vol18 #12

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The PLM Battlefield and Minimum Entropy
by Roger Tempest
There are relatively few training courses in PLM around the world, and none of them are likely to include battlecraft on the syllabus. You would expect to see product management, data management, culture change, and enterprise integration on the Agenda. But digging trenches and dodging shells are not required skills (though perhaps it may seem so at times).

Some PLM implementations run smoothly, and some face significant difficulties, so the issue of whether you need combat training before your implementation starts is not the common factor. The question is: when you walk into the office in the morning, does your implementation look as if a pitched battle has just taken place?

How well-structured and well-organised is your PLM? Is everything documented, planned, and on track? Are all the stakeholders on board, agreeing with the targets and happy with the progress? Or is your Inbox littered with the debris of conflicts and unresolved issues?  

Once upon a time, entropy used to be defined as the amount of disorder in a system. When a new PLM implementation starts, entropy is low and expectations are high. Then reality strikes, and fragmentation begins. After a while, you can become oblivious to how far you are from the original plan until you take a fresh look.

PLM is a discipline in which it is easy for expectations to fall over time. There is scope for a new style of PLM project management based around the principle of Minimum Entropy.


Roger Tempest is co-founder of the PLMIG.
Comments are welcome via

PLM Citations  
According to Google Scholar, as of September 30, 2016 Product Lifecycle Management: Paradigm for 21st Century Product Realisation, the most popular PLM publication, had been cited 707 times in journal articles, technical reports, books and theses.

Volume 2, Product Lifecycle Management: The Devil is in the Details, had been cited 18 times.

Citing publications referenced since the previous issue of 2PLM include:

  • T. Woronowicz, M. Boronowsky, D. Wewezer (Universität Bremen, Germany); A. Mitasiunas (MitSoft, Vilnius, Lithuania); K. Seidel, I. Rada Cotera (IkerConsulting, Bilbao, Spain); Towards a Capability Maturity Model for Regional Innovation Strategies Details


  • S. Choi (IGI LLC, Clarksburg, MD, USA), K. Jung (LG Electronics Inc., Gyeonggi-do, South Korea), B. Kulvatunyou, K. Morris (NIST, Gaithersburg, MD, USA); An Analysis of Technologies and Standards for Designing Smart Manufacturing Systems Details

  • D. Morar, H-G. Kemper (University of Stuttgart, Germany); Requirements of Information Systems in Product Development and Production Regarding Additive Manufacturing - A Quantitative Exploration Details


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