Managing Stakeholder Expectations When Driving PLM Implementations

Driving change can be as easy or as difficult as managing people: aligning conflicting perspectives, finding compromises, negotiating new working practices, working around technical limitations and other implementation challenges. Driving PLM implementations requires ongoing alignment and solution development—not just the technical solution, but solution elements around processes, standards, governance, collaboration, data continuity, etc.

Managing stakeholders across functions is critical when implementing business change and PLM platforms. Identifying stakeholders is usually part of developing the project charter. It is also important to redirect other functions and people to the appropriate communication channel, as everyone is not a stakeholder.

In this post, I highlight key stakeholders across both internal and external groups, how they contribute to PLM implementations, how to interact with them, and what is expected from them.


Like with any project, the key stakeholder is the customer. Stakeholders vary depending on the project scope. The customer might be a business lead or department head; it is important to understand who is funding the project and what are the expectations of the budget owners.

Identifying PLM project stakeholders

Typical stakeholders involved in a PLM implementation project cover both business and IT functions, from business champions, change leads, key users / end-users, data consumers to support functions (HR, procurement, finance, etc.), solution architects, functional and business SMEs, IT architects, system experts, etc.

Developing the project charter includes mapping key stakeholders to the project scope, but interest and level of influence:

  • Who is / are funding the project?
  • Who are the end-user groups and how do they interact?
  • Who will contribute to the project as a key user to help define and validate the solution?
  • Who are key business knowledge holders?
  • Who have relevant experience and the ability to guide others in defining a fit-for-purpose solution?
  • Who are the change leads who will contribute to leadership decisions and represent the voice(s) of the customer?

It is important to involve stakeholders in all aspects and all phases of the project: from risk mitigations, issue resolution to planning, assumption validation, solution design and pilot, user validation, data cleansing and migration, deployment, training and support activities. Stakeholder involvement contributes to building confidence and trust throughout delivery.

Defining stakeholder expectations

Consulting and communicating with stakeholders require both formal governance and informal interactions. People might communicate differently based on their role on the project, also based on the forum, the context and the setting of the discussion. This includes formal and informal feedback and coaching about one’s expectations from the PLM project and the related business change.

Managing stakeholders include interfacing with both supporters and detractors; learning about their respective expectations is important to define the required levels of involvement.

“Getting feedback and interacting with both supporters and potential detractors is an essential part of the learning process of any change journey, acting on feedback and different, sometimes conflicting, perspectives.” (virtual+digital, 2020)

Documenting stakeholder expectations include defining critical success factors and acceptance statement in business terms:

  • Deriving measures of effectiveness
  • Defining business benefit statements
  • Understanding data quality and traceability success factors
  • Validating commitment levels
  • Etc.

Expectations are typically captured in the form of goals and objectives, risks and issues, dependencies or constraints, requirements, etc. Based on the project context, it will be essential to incorporate the above considerations into regular status reports, link to the delivery process and framework, and enforce project governance.

What are your thoughts?


Reference:

Virtual+Digital Blog (2020): Stakeholder Engagement to Foster Effective Business Change


This is an original publication by:

Momentum PLM and written by Lionel Grealou


Share this:

A profile picture for Lionel Grealou

Lionel Grealou

18th November

Insight Featured

Latest Jobs

Architect, Windchill PLM

West Chester, PA, USA Competitive Permanent

Posted on behalf of

Johnson & Johnson

About the job Job DescriptionJohnson & Johnson Technology (JJT), the Enterprise Technology group supporting all business functions under Johnson & Johnson is currently recruiting for an Architect,...

PLM Analyst

Manhattan Beach, CA, USA Competitive Permanent

Posted on behalf of

Fisker

About the job Description: Company Overview Fisker Inc. is a design led pioneering mobility technology company researching, developing and producing next generation electrically power...

Application Consultant - Data Management Solutions

Quakertown, PA, USA Competitive Permanent

Posted on behalf of

Synergis Engineering Design Solutions

About the job Synergis Technologies, the region’s leader in data management, engineering, architectural, civil and manufacturing design solutions is searching for an engineering professional who is...

Looking for people to join your team?

Advertise your role with Momentum PLM. Get Started 

Looking to become a contributor?

Submit an article to Momentum PLM.  Get Involved 

Our Contributors

See the minds behind Momentum PLM.  Learn More 

Meet the Vendors

Read up on the latest vendor updates  Learn More 

Get the latest PLM updates in your inbox

Subscribe to our newsletter

Email Address

*

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

By submitting your email address and any other personal information on the website, you consent to it being collected, held, used and disclosed in accordance with our Privacy Policy.

*