For this reason this paper augments a top ’ĭown strategic view with a bottom up user perspective. Many will ask what this transition will bring for Dassault Systèmes customers and users. The announcement of V6 represents the next big step for Dassault Systèmes and its customers toward realizing their global PLM vision. These trends are pushing PLM vendors to deliver what Dassault Systèmes calls PLM 2.0, a platform for Global Online Collaboration. Potential products on-line will ultimately be more compelling than reading about them. For the on-line consumer, seeing and experiencing ’
Instant global searching, realistic 3D, and ad-hoc domain specific c ommunities are the norm for today s educated, creative work force. In parallel, on-line portals, games and communities outside of the PLM space have created new expectations regarding how individuals interact with each other a nd their computers. This phenomenon is rapidly increasing the quantity and types of IP being created and managed by PLM systems, as well as t he number and types of organizations and individuals that need to access it. In the PLM space, innovation demands efficient use of resources wherever they are to create and utilize intellectual property. This is true of large, medium, and small ’Ĭompanies alike. Doing this requires enabling creative people to innovate as members of each organization s global (PLM) community. This typically means constantly designing best in wor ld products within a myriad of economic, regulatory, time and “
Requirements in an increasingly global marketplace. Dassault Systèmes is taking great care to minimizeĭisruption for current CATIA V5 users, making V6 s increased capabilities available via a ’Ĭonverging Trends Simply put, Dassault Systèmes customers need to rapidly deliver products that meet market ’ ABCG also found that Dassault Systèmes has mounted an unprecedented effort to create a smooth path for moving from CATIA V4/V5 to V6. ABCG found that V6 represents a good balance of integrating proven existing technology with important strategic architectural changes. ABCG shares the Dassault Systèmes vision that PLM needs to inspire the coming generation of creative talent and that 3D needs to become the global language/medium for product IP to facilitate product innovation. We also sought to investigate how easy the transition to V6 would be for current V5 users. Would mean to V5 users in terms of improved capabilities. We took a CATIA user s perspective in looking at what the V6 st rategy ’ ABCG was invited to Dassault Systèmes headquarters to review the new V6 platform. Using 3D as a gateway into PLM, IP will allow companies to collaborate in beneficial new ways. V6 is a global management and collaboration framework for PLM related intellectual property (IP.) 3D virtual representations of products and processes provide a common global language.
(ABCG) will describe how we see the software reality fitting with the virtual strategy in “ In this paper, Albert-Battaglin Consulting Group ’ At the product level, V6 software is Dassault Systèmes new Global Platform for PLM. At the strategic level, V6 is Dassault Systèmes vision or road’ It is in this environment that Dassault Systèmes has announced V6 as PLM 2.0. These trends are offering new opportunities and challenges in the PLM community. The coming generation of engineers, designers, and consumers expect a level of information availability, community, interactivity, realism and response that would have been impossible only a few years ago. Simultaneously, the Internet has evolved to Web 2.0, an environment where access to global information, on-line communities, and real-time interaction has become child s play in a “ Must be designed, tested, produced, shared and experienced virtually in real-time. Optimal response to an on-demand market place requires that products “ Increasingly, it is no longer sufficient to simply check if parts fit-together. December 2008 Albert-Battaglin Consulting Group 101 Lombard St 904W San Francisco, CA 94111 Halden 151 A-6861 Alberschwende, AustriaĮxecutive Summary The competitive imperative to innovate is driving more and more companies to specify, design, manufacture, market and support world-class products via international teams distributed throughout the world.