Aurélie Bissay

Change Management and PLM Implementation

To capitalize from the management of a company’s expertise is reliant on the ability manipulate the data, information, documents, and knowledge that represent these expertise. This process is complex and so to reach this target we need to introduce new tools and methods of work to the company. These changes will face a certain amount of resistance and so attempts have been made by numerous scientific researchers, to introduce new change management methods to minimise this resistance. The classical methods of change management are a > approach which is not really appropriate. Our work proposes a new > approach which derives from the users instinctive ability to use certain interface elements.

PLM Interoperability with Information Systems

Industrial companies evolve in a highly competitive economic environment in which economic constraints require permanent adjustment. Whatever the size of the company, it has to manage and optimize in continuous way business processes in order to innovate with respect to the environment. These requirements make information systems at the heart of this issue as far as these systems manage and adjust information flows from the perspectives of business processes. Our work focuses on improving the modeling of information systems.

PLM Serious Game Approach available both for Change Management and Knowledge Assessment

Minimizing the reluctance of actors in change management is a well-known and key issue that can be resolved thanks to a serious game approach during the upstream PLM deployment phase. If our initial choices have already allowed us to validate the relevance of a serious game for change management process, we found that the participants, who were familiar with the area of technology in question, have systematically initiated a high level discussion about the models used in the PLM. We tried thus to take into account these unexpected observation results to also address the downstream phase concerning knowledge identification and assessment. Indeed, the capitalization of industrial knowledge is an important issue for enterprises who wish to master the development and the innovative element of their product. A substantial amount of knowledge extraction methods has the drawback to require expensive work by KM experts. We witnessed that besides this, it is necessary to evaluate both knowledge and knowledge use. In this article, we present the two uses synthesized in a same Serious Game Environment. From an identification methodology based on an analysis under a PLM (Product Lifecycle Management) deployment, we developed and experimented a Serious Game platform to both minimize the reluctance of actors and validate the identification work of KM experts.