I have worked with several client regarding the principles of change management. What I found was, all in different forms follow CMII principles however the DYNAMICS in which change is implemented into the product and the management process differ. They all operate the specific objects to record change, and also the ‘back-office’ organizations, such as the Change Control Board and some operate also a dedicated Change Introduction Board.

What do I mean with this ‘dynamics’. The change dynamics is the business rational how change introduction ripples through into the product and specifically aspects surrounding product sustainment i.e. sustainment being the process to maintain a product and secure save operation from an engineering perspective. There is a name for it emerging: Sustainment Lifecycle Management.

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‘Facebook’ and the professional network LinkedIn are examples of an interactive way to keep in touch with people you know. In a business context these people may be colleagues or persons you may have worked with in the past or even ‘supplier’ connections.
I suppose we all know Facebook (FB), for those who do not, just google it. In this short post I will NOT be talking about the social side of FB rather the business side/potential.

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IPT (or cross functional teams) are made up of multi-functional stakeholders that collaborate with a product-oriented focus. IPT is an evolution of Concurrent Engineering. IPT is an evolving form of collaboration. Product development activities change and evolve over its life, team composition and leadership will evolve likewise. While marketing personnel, acquisition planners, project managers and design engineers may be the most prominent members early in the life cycle, provisioners and item managers gain a bigger voice during engineering and manufacturing development. Equipment specialists and mechanics may be the lead members during the operations and maintenance phase, with the design engineers returning once again if a major modification is needed.

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As discussed in ‘Schedule Management your smart Project Engine’ and considering new product development, WBS templates will be synchronous with a product breakdown structure. The military Def.Std 0060 and Mil.Std. 13882b define functional and physical product breakdown structures. The focus of the first is the requirements definition whereas the second is the resulting physical product as it will be certified for operational usage according to the ‘V’ model. Both approaches support top-down engineering principles where you start with the product schematics that gets detailed and populated with assemblies, sub-assemblies and parts. This approach is an ideal mechanism for front-loading.

Obviously it is not necessary to front-load a complete product, the ability to just complete this for certain product areas is by itself a major advantage. The prove that this works can be found in the automotive industry. Today’s turn around time for vehicle development is the result of being able to front load specific disciplines with placeholder product breakdown structure (PBS) and to drive the engineering process with the linked work ‘Requests’. As the industry works with product platforms and initiating such a PBS, specific assemblies and sub-assemblies and component items are carried across/over. It must be realized that those items Carried-over and -across are in fact technically and commercially certified and the certification management may extend to certification across multiple model years or multiple vehicle lines. The downstream benefits of such approaches are enormous.