Agile Project Management and Advocacy
Last September, the entire Avant Group implemented a new PLM system that consolidates all product data. It includes functionality that provides organization-wide visibility into product information managed through the PLM system. This is essential for functions such as production planning, manufacturing, procurement, and spare parts sales.
The system was delivered as a turnkey solution by PDSVISION. Janne Pirinen from AtoZ served as the internal project manager for the implementation at Avant and acted as the company’s advocate in dealings with the system supplier.
When Avant identified the need for a project manager, Pirinen—an acquaintance from Heininen’s university days—quickly became his top choice. He was available for a new challenge, and AtoZ was ready to put him into action right away.
“We needed someone with experience in managing projects. The role also required a certain level of technical knowledge. In addition, the person had to be socially agile and capable of working with all parts of the organization,” Heininen explains.
“We had already selected the system and wanted the implementation project to get off to a flying start. I knew Janne wouldn’t be rattled—he’d just say, ‘Let’s get to work.’”
The project manager works alongside Teemu Heinola, Development Manager in Product Development, who serves as the project's technical expert. This allowed Heinola to focus on the implementation concept itself.
As the product portfolio grows, so does the volume of product data, structures, and components. The design team is expanding. One of the PLM system's key tasks is to keep this growing complexity under control. It also supports the continued development of maintenance, service, and lifecycle management.
“PLM provides controlled and consistent access to product data across the organization,” Heinola summarizes.
Products are presented to users as lightweight 3D model structures. Those needing the data get a visual view of the products along with version information. For instance, when a spare parts salesperson can see exactly what a part looks like, it reduces ambiguity and the need for confirmation calls.
Enabling Change Management – with a Human Touch
The transformation has also required—and still requires—changes in practices, processes, and work culture. This has meant more work and guidance for the design team. That extra effort is needed to make the work of other parts of the organization smoother. Product data now flows easily and accurately to all the right places.
One concrete example: where a designer could previously make a change in the system with two clicks, it now takes several more. But when the designer makes those extra clicks, many others elsewhere are saved from doing double that amount of work.
Heininen emphasizes the importance of change management in this kind of transformation.
“Even though most people understood the need for change, that doesn’t mean change management wasn’t necessary or that there wasn’t resistance. Resistance always arises as the project moves forward and people start seeing how the change affects their own work. ‘Do I really need to do more clicks? No one said anything about that!’”
“This level of change in working practices has a big impact. That’s why change management is essential. The project manager plays a major role, as does the company’s top management,” Heininen says.
The project manager has also played a crucial role in bringing the change down to the individual contributor level.
“For the first two months, I started each day by checking in with every designer individually: how’s it going, any new problems or challenges? Initially, coordinating problem-solving took a lot of time almost daily, but as the system has matured, those conversations have become much less frequent,” Pirinen explains.
AtoZ as a Partner and Enabler
Pirinen has represented AtoZ in the project from the project management side. Avant and AtoZ have also worked together on implementation-level technical issues when software-related challenges have arisen.
“Janne has highlighted areas where AtoZ could potentially provide support. We’ve reviewed each case in good mutual understanding to determine how best to move forward in problem situations,” Heininen says appreciatively.
“Janne has been exactly the right person for this task. And we see AtoZ as an enabler—a partner we can turn to for help when needed. The collaboration has worked well. AtoZ’s constructive approach has clearly been a valuable asset for us.”
Avant did not rush straight into further development after implementing the PLM system. The tail end of the first phase is still being finalized as planning for the next phase begins. Pirinen and AtoZ will continue to play a visible role in the project.
The PLM system is paving the way for a future that, according to Heininen, Avant is only beginning to explore. The effects of the system are both positive and challenging.
“There’s more control now than before. It takes time and adjustment for our ways of working and processes to evolve so we can get the full benefit of this investment. There’s still a lot of work to be done.”
FI
