Some of the sales literature coming from some Product Life Cycle Management (PLM) tool vendors (aka CM Tool Vendors) contain phrases like "Our software is the answer to all your configuration management needs", or "Our software does CM out of the box", or "Our software" offers a never seen before solution to CM," etc.
These statements may be a "plus" when selling to the uninformed, but more and more teams looking to purchase these systems are led by, or include, professional Configuration Management (CM) personnel. These CM professionals realize that PLM systems are a valuable and worthy tool that will aid them in daily CM activities, but the more knowledgeable CM professional is often turned off by the implication that these systems do "configuration management".
I always ask PLM vendors that offer the "ultimate CM solution" two questions. (1) what is the sales representative's experience in configuration management? (2) does the PLM vendor have a CM process in place to manage its own product?
Question 1: In order for true two-way communication to take place, the PLM Sales Rep needs to truly understand what the potential customer's needs are. I am told by some CM Managers (going through the buying process) that some sales reps who claim their PLM software tool as the "solution to CM", don't seem to know what CM really is.
It is likely that PLM vendors who have a sales force that understands the CM process, and speaks the CM "language"... coupled with a product that delivers... will win out over the competition.
Question 2: If a PLM supplier does not have a documented internal CM process in place it is evidence (to me) that the PLM vendor really does not know what CM is. As a result, there's a reasonable chance that your PLM product may be delivered with a few hard to resolve surprises embedded in it.
The PLM system may then be difficult and time consuming to maintain, (i.e. future options/fixes may take forever to implement and to debug).
The Hope:
Some customers hope that by purchasing a PLM system (a CM Tool) all their problems will magically go away and CM will be what it should be. But this will never happen without a thorough evaluation of the strengths and weaknesses of the organization's current CM process (and subsequent corrections as needed).
It is true, PLM implementation can enhance, and speed-up many of the CM activities such as document control, access to information, structure and linkages, change proposal and associated workflows... but it cannot assure the documents, records, and data are any good. It cannot assure a proper technical review, business decision, and implementation plans are made in regards to changes. And in the absence of an effective, and efficient CM plan and related CM procedures, a PLM implementation may never live up to its claimed benefits... no matter how good the PLM System actually is.
In some instances it could even make matters worse.
The CM process should to be understood, and corrected as needed, before investing in a PLM system. Ideally, companies would ask themselves if the current CM process is worth automating before investing in automation. If it is not worth automating, the first consideration would be to fix and enhance the CM process, then pursue a PLM solution.
Conclusion:
PLM tool vendors and prospective PLM purchasers could benefit from learning more about modern CM best practices. They need to understand what CM really is and talk the same language. The vendor and the customer would then be in a more informed, and comfortable position, relative to the PLM decision.
The PLM system purchased, will then "work" better. The relationship between the PLM vendor and the customer will strengthen as the PLM system interfaces smoothly within the CM process. This relationship will carry into the "post-sale" phase, when future enhancements will bring more functionality to the customer, and ultimately, more revenue to the PLM vendor.
