pre-systems acquisition activities life cycle data management in handbook 859 presented friday, 4...

Pre-Systems Acquisition Pre-Systems Acquisition Activities Activities

Life Cycle Data Management in Life Cycle Data Management in Handbook 859Handbook 859

Presented Friday, 4 March 2005Presented Friday, 4 March 2005NDIA TID CDM SymposiumNDIA TID CDM Symposium

Miami, FloridaMiami, Florida

Cynthia C. HauerCynthia C. HauerMillennium Data Management, IncorporatedMillennium Data Management, Incorporated

Huntsville, AlabamaHuntsville, Alabama

Operations &Operations &SupportSupport


ConceptConceptRefinementRefinementConceptConcept

RefinementRefinement

User Needs and User Needs and Technology OpportunitiesTechnology Opportunities


TechnologyTechnologyDevelopmentDevelopmentTechnologyTechnology

DevelopmentDevelopment

System DevelopmentSystem DevelopmentAnd DemonstrationAnd Demonstration


Production &Production &DeploymentDeployment


AA BB CC

Pre-Systems AcquisitionPre-Systems Acquisition Systems AcquisitionSystems Acquisition SustainmentSustainment

Defense Acquisition Management FrameworkDefense Acquisition Management Framework““Enabling Logistics for the 21Enabling Logistics for the 21stst Century” Century”

Concept DesignConcept DesignReviewReview

Design ReadinessDesign ReadinessReviewReview

FRP DesignFRP DesignReviewReview

Where does DM usually “begin”?Where does DM usually “begin”?Where does DM usually “begin”?Where does DM usually “begin”?

Where ShouldWhere ShouldDM Begin?DM Begin?

Where ShouldWhere ShouldDM Begin?DM Begin?

ConceptConceptRefinementRefinementConceptConcept

RefinementRefinement



TechnologyTechnologyDevelopmentDevelopmentTechnologyTechnology

DevelopmentDevelopment







AA BB CC

Pre-Systems AcquisitionPre-Systems Acquisition Systems AcquisitionSystems Acquisition SustainmentSustainment

Defense Acquisition Management FrameworkDefense Acquisition Management Framework““Enabling Logistics for the 21Enabling Logistics for the 21stst Century” Century”

Concept DesignConcept DesignReviewReview Design ReadinessDesign Readiness

ReviewReviewFRP DesignFRP DesignReviewReview

Answer:Answer:Way Too Late!Way Too Late!

Answer:Answer:Way Too Late!Way Too Late!????

Why is that?Why is that? Usual answers … Usual answers … and questions that I wish I could and questions that I wish I could

ask!ask! ““too intrusive”too intrusive”

Really? How is it that documenting decisions and good planning Really? How is it that documenting decisions and good planning are problems for you?are problems for you?

““too expensive”too expensive” We invest < 1-3% of total program dollars in DM, on a good dayWe invest < 1-3% of total program dollars in DM, on a good day

““too soon”too soon” And you wanted to wait until when?? Oh, yeah, right after the And you wanted to wait until when?? Oh, yeah, right after the

disaster!disaster! ““we’re not in production, yet”we’re not in production, yet”

No, and it’s highly likely that you won’t get there without better No, and it’s highly likely that you won’t get there without better management of your process and your program!management of your process and your program!

And if you do, how are you going to know what you did to get to And if you do, how are you going to know what you did to get to production?production?

““we haven’t made up our minds what we want to do, yet”we haven’t made up our minds what we want to do, yet” Don’t you need some traceability for your decisions and your Don’t you need some traceability for your decisions and your

requirements, as they evolve? Is this really an ad hoc program?requirements, as they evolve? Is this really an ad hoc program? Don’t you want a defendable, supportable record of activities, Don’t you want a defendable, supportable record of activities,

plans, decisions, potential, and envisioned contractual plans, decisions, potential, and envisioned contractual outcomes?outcomes?

““we’ll let our engineers/program managers/secretaries do we’ll let our engineers/program managers/secretaries do DM”DM”

Well, we’ve all seen how well THAT’s working …Well, we’ve all seen how well THAT’s working …

AgendaAgenda What is Handbook 859? What is Handbook 859?

A brief tourA brief tour Questions to be answeredQuestions to be answered

What is the landscape?What is the landscape? Objectives of pre-acquisition activitiesObjectives of pre-acquisition activities

FocusFocus Questions Questions Sample value-added activities and contributions Sample value-added activities and contributions

The Case for Early InterventionThe Case for Early Intervention Aspects and elements of the DM ModelAspects and elements of the DM Model

GEIA-859 was released on 4 August 2004 GEIA-859 was released on 4 August 2004 In ANSI progression, now, and should be ANSI-859, already In ANSI progression, now, and should be ANSI-859, already

GEIA-859 was released on 4 August 2004 GEIA-859 was released on 4 August 2004 In ANSI progression, now, and should be ANSI-859, already In ANSI progression, now, and should be ANSI-859, already

What is Handbook 859?What is Handbook 859? Application guidance for ANSI-859Application guidance for ANSI-859

Industry Government Consensus Standard for Industry Government Consensus Standard for Data ManagementData Management

Implements 9 essential and core principles Implements 9 essential and core principles for Data Managementfor Data Management Across sectors, across buyer and seller Across sectors, across buyer and seller

organizational boundariesorganizational boundaries Submitted to GEIA this weekSubmitted to GEIA this week

60-90 day approval cycle60-90 day approval cycle Review, comment, resolution of comments, and Review, comment, resolution of comments, and

voting by GEIA member companiesvoting by GEIA member companies

Look and Feel for Handbook 859Look and Feel for Handbook 859Content OverviewContent Overview

ForewordForeword IntroductionIntroduction How to Use the HBHow to Use the HB Intended AudienceIntended Audience ResourcesResources Companion DocumentsCompanion Documents AnnexesAnnexes

Intellectual Property, Intellectual Property, Acknowledgements, Acknowledgements, Continuous Continuous Improvement, Case Improvement, Case Studies, Studies, Flow TemplatesFlow Templates, , Glossary, References, Glossary, References, Matrix from ANSI-859 to Matrix from ANSI-859 to Handbook 859Handbook 859

Full lifecycle DMFull lifecycle DM Identification and Identification and

DefinitionDefinition Acquisition and Acquisition and

PreparationPreparation Data Asset ControlData Asset Control Data Retention and Data Retention and

DispositionDisposition Data StrategyData Strategy Concept of OperationsConcept of Operations Data PreservationData Preservation

Principle 1: GEIA-859Principle 1: GEIA-859

Key PracticesKey Practices• Develop the DM Strategy and concept of operationsDevelop the DM Strategy and concept of operations• Design the DM architectureDesign the DM architecture• Develop the DM process and infrastructure designDevelop the DM process and infrastructure design• Review the life cycle of the program to determine data needsReview the life cycle of the program to determine data needs• Identify data requirementsIdentify data requirements

Define the organizationallyrelevant scope

of data management

Plan for, acquire, and provide data that is responsive

to customerrequirements

Develop DM processes tofit the context and businessenvironment

in which they will be performed

Identify productsand views so that their requirementscan be controlled

Control data, repositories, data

products, data views, and metadata using an approved change

control process

Establish and maintain a management process for

intellectual property, proprietary, and competition-

sensitive data

Retain data commensurate with value

Continuously improve data management

Effectively integrateData Management and

Knowledge Management

Effectively integrateData Management and

Knowledge Management

Develop a data management strategy

and architecture

Develop a data management strategy

and architecture

Establish a DM process and infrastructure

design

Establish a DM process and infrastructure

design

Execute theDM solution and

process

Execute theDM solution and

process

Maintain the DMprocess andinfrastructure

Maintain the DMprocess andinfrastructure

Cross-referencesCross-referencesto Templates, Processes,to Templates, Processes,

& Case Studies& Case Studies

Cross-referencesCross-referencesto Templates, Processes,to Templates, Processes,

& Case Studies& Case Studies

Questions Answered by Handbook 859Questions Answered by Handbook 859(Pre-acquisition Section)(Pre-acquisition Section)

What is the What is the scopescope of the DM process? of the DM process? What activities What activities comprisecomprise the DM process? the DM process? How is DM activity How is DM activity relatedrelated to other functional to other functional

activities and disciplines?activities and disciplines? What are the DM What are the DM objectives for each phaseobjectives for each phase of the of the

program life cycle?program life cycle? What DM activities are What DM activities are performedperformed in each phase? in each phase?

What decisions are made and what are the What decisions are made and what are the criteriacriteria for making them? for making them?

What are the What are the benefits derivedbenefits derived from DM activities, from DM activities, and what are the risks if the activities are not and what are the risks if the activities are not performed?performed?

How can the DM process beHow can the DM process be measured measured, and how , and how do the measurement metrics relate to DM do the measurement metrics relate to DM objectives, and management objectives?objectives, and management objectives?

Scope of pre-RFP ActivitiesScope of pre-RFP Activities Activities conducted very early in the DM Activities conducted very early in the DM

lifecyclelifecycle Actually may precede the beginning of the Actually may precede the beginning of the

program lifecycleprogram lifecycle Example: requirements for a new capability Example: requirements for a new capability DM should capture and manage the documentation DM should capture and manage the documentation

of initial requirements, significant changes in of initial requirements, significant changes in direction, and trade-offs that are madedirection, and trade-offs that are made

DM perspective ensures/provides data for DM perspective ensures/provides data for later requirements traceabilitylater requirements traceability

DM Activities: 1) planning for DM across the lifecycle; andDM Activities: 1) planning for DM across the lifecycle; and2) Achieving and applying a Strategic DM perspective.2) Achieving and applying a Strategic DM perspective.

DM Activities: 1) planning for DM across the lifecycle; andDM Activities: 1) planning for DM across the lifecycle; and2) Achieving and applying a Strategic DM perspective.2) Achieving and applying a Strategic DM perspective.

Sample Value-added DM ActivitiesSample Value-added DM Activities Pre-RFPPre-RFP

Data Strategy, CONOPS, data requirementsData Strategy, CONOPS, data requirements Concept RefinementConcept Refinement

Program decision criteria, provenance, outcomesProgram decision criteria, provenance, outcomes Technology trades analysis resultsTechnology trades analysis results Down select/decision criteriaDown select/decision criteria Requirements and objectives status/evolutionRequirements and objectives status/evolution Emerging logistics/engineering issuesEmerging logistics/engineering issues Test and evaluation issuesTest and evaluation issues Modeling and simulation inputs, outputs, Modeling and simulation inputs, outputs,

parameters, outcomesparameters, outcomes

Early ID, intervention, communication, and status trackingEarly ID, intervention, communication, and status trackingEarly ID, intervention, communication, and status trackingEarly ID, intervention, communication, and status tracking

Sample Value-added DM Activities, Sample Value-added DM Activities, 22

Technology DevelopmentTechnology Development Analyses on technology evolutionAnalyses on technology evolution EE, ME, human factors issuesEE, ME, human factors issues Architecture design, tradesArchitecture design, trades

System Development and DemonstrationSystem Development and Demonstration SEMP, TEMP planning and element integrationSEMP, TEMP planning and element integration Interface working group supportInterface working group support Flight test planningFlight test planning

Optics, telemetry, radar, quick-look data planning and Optics, telemetry, radar, quick-look data planning and supportsupport

Coordination with test ranges and facilitiesCoordination with test ranges and facilities Production and DeploymentProduction and Deployment

Spares and repairs issuesSpares and repairs issues Next generation production decisions and challengesNext generation production decisions and challenges Packages of data for review, decision, and communicationPackages of data for review, decision, and communication

Note that the earlier the involvement, the more value is addedNote that the earlier the involvement, the more value is addedNote that the earlier the involvement, the more value is addedNote that the earlier the involvement, the more value is added

Sample Value-added DM Activities, Sample Value-added DM Activities, 33

Operations and SupportOperations and Support FMS data packagesFMS data packages Archival packagesArchival packages Continued contract support (access …)Continued contract support (access …) Logistics spares and repairsLogistics spares and repairs Support to the item managerSupport to the item manager Release management activitiesRelease management activities

Early, sustained involvement assures that data is in placeEarly, sustained involvement assures that data is in placeEarly, sustained involvement assures that data is in placeEarly, sustained involvement assures that data is in place

These contributions These contributions areare

the equivalent of the equivalent of taking taking

as aspirin a day to as aspirin a day to preventprevent

heart attacks and heart attacks and strokes!strokes!

Aggregate BenefitsAggregate Benefits Acquisition strategy is enhancedAcquisition strategy is enhanced

Data is identified for access only, for retrieval schedules and Data is identified for access only, for retrieval schedules and needs, and for acquisition prioritiesneeds, and for acquisition priorities

Requirements are validated, tracked, and verified Requirements are validated, tracked, and verified Product data as well as supporting business dataProduct data as well as supporting business data Intellectual property considerations are identified early onIntellectual property considerations are identified early on

Down-select teamsDown-select teams Program management tasks are supportedProgram management tasks are supported

Decisions, actions tracked Decisions, actions tracked Provenance established Provenance established

Logistics support strategy is provisioned correctlyLogistics support strategy is provisioned correctly Appropriate data is identifiedAppropriate data is identified

COTS planning COTS planning Proper data is acquired, if access is not sufficientProper data is acquired, if access is not sufficient Costly contract modifications are avoided* [~2M, generally]Costly contract modifications are avoided* [~2M, generally]

Post-contract issues are addressedPost-contract issues are addressed Data marking, data rightsData marking, data rights Records managementRecords management Product release managementProduct release management Contractual requirements are supported Contractual requirements are supported

* This doesn’t count such aspects as* This doesn’t count such aspects asIntellectual property and data rightsIntellectual property and data rights

““changes”changes”

New PerspectivesNew Perspectives DataData acquisition or acquisition or information information acquisition?acquisition?

They are different thingsThey are different things They are treated differently by data providersThey are treated differently by data providers They are valued, considered, and sold at They are valued, considered, and sold at

radically different pricesradically different prices ““Insight” management as opposed to Insight” management as opposed to

“oversight” management“oversight” management Expectations are clearer, outcomes are Expectations are clearer, outcomes are

structured and pre-ordainedstructured and pre-ordained

Isn’t this what Logistics is all about?Isn’t this what Logistics is all about?Isn’t this what Logistics is all about?Isn’t this what Logistics is all about?

Objectives of the Pre-Acquisition Phase, for Objectives of the Pre-Acquisition Phase, for DMDM

FocusFocus: types of data to be generated, : types of data to be generated, accessed, acquired, exchanged accessed, acquired, exchanged (inputs and outputs)(inputs and outputs)

FocusFocus: the life cycle of the data, the system : the life cycle of the data, the system being designed, and the uses to which data being designed, and the uses to which data will be putwill be put

FocusFocus: sizing the solution: sizing the solution FocusFocus: identifying existing or emerging : identifying existing or emerging

constraints, facilitators,constraints, facilitators, roadblocks, roadblocks, inconsistencies, redundancies inconsistencies, redundancies

The DM ProcessThe DM Process

TimingTiming ResourcesResources

Laws and policiesLaws and policies RFP/contractRFP/contract InfrastructureInfrastructure

Program initiationProgram initiation Enterprise ArchitectureEnterprise Architecture

User requirementsUser requirements Logistics & maintenance plansLogistics & maintenance plans

Data status and performance measurementsData status and performance measurements

• Management support, facilities, resources, trainingManagement support, facilities, resources, training• Defined processes/proceduresDefined processes/procedures• Effective working relationshipsEffective working relationships

• Acquisition and support strategiesAcquisition and support strategies• List of required contractual dataList of required contractual data

• Regulations, standards, handbooks, and manualsRegulations, standards, handbooks, and manuals• History, lessons learned, and success case studiesHistory, lessons learned, and success case studies

• Commercial practicesCommercial practices• Tools and technologyTools and technology

Inpu

ts

Inpu

ts

Mech

anism

s &

Mech

anism

s &

Facilita

tors

Facilita

tors

ConstraintsConstraints

Documented DM processes DM CONOPS & strategy RFP & contract data requirements defined, scheduled, and priced Standard descriptions of data products Current listing of required data Known data status Point of use data provisioning Archival or disposal plan DM performance measurements Lessons improved Program success, user support enhanced

OutputsOutputsOutputsOutputs

Characteristics of the DM Process Characteristics of the DM Process ModelModel

InputsInputs Information needed to initiate and perform the processInformation needed to initiate and perform the process

ConstraintsConstraints Factors or information which inhibit, condition, or limit Factors or information which inhibit, condition, or limit

the process the process FacilitatorsFacilitators

Information, tools, methods, and technologies which Information, tools, methods, and technologies which enable or enhance the DM processenable or enhance the DM process

OutputsOutputs Results derived from the process, and the information Results derived from the process, and the information

provided by the process, itselfprovided by the process, itself

Elements of the Top-Level DM Activities Elements of the Top-Level DM Activities ModelModel

Laws and RegulationsLaws and Regulations RFP and contractRFP and contract Acquisition and support Acquisition and support

strategiesstrategies User requirementsUser requirements Provider recommendationsProvider recommendations DM planning, procedures, DM planning, procedures,

and trainingand training Data use metricsData use metrics CONOPS/Data StrategyCONOPS/Data Strategy Data requirements to be Data requirements to be

placed on the contractplaced on the contract

Data provider proposalsData provider proposals Data Management policy, Data Management policy,

procedures, and trainingprocedures, and training Data provider submittalsData provider submittals Product dataProduct data Requests for dataRequests for data Access rules Access rules Negotiated and revised list Negotiated and revised list

of required dataof required data Data statusData status Data provided to the point Data provided to the point

of useof use Availability for accessAvailability for access Archival and disposalArchival and disposal

Characteristics of the DM End Characteristics of the DM End ProcessProcess

Integrates DM process Integrates DM process and supporting system and supporting system

Captures and Captures and manages configurable manages configurable items which comprise items which comprise the technical baselinethe technical baseline

Correlates and Correlates and provides traceability provides traceability among requirements, among requirements, design, decisions, and design, decisions, and rationalerationale

Supports configuration Supports configuration management management proceduresprocedures

Serves as a ready Serves as a ready reference for the reference for the development teamdevelopment team

Uses common and Uses common and compatible compatible information systems, information systems, tools, and formats tools, and formats

Translation?Translation?Translation?Translation?

Broad Scope for DMBroad Scope for DM Relates to the complete program life cycleRelates to the complete program life cycle

Systems engineering, program management, Systems engineering, program management, configuration management, business management, configuration management, business management, operational support, retention, archivaloperational support, retention, archival

Embraces use of common buyer and seller Embraces use of common buyer and seller data formats, when and where feasibledata formats, when and where feasible

Reflects seamless integration of DM with all Reflects seamless integration of DM with all other functional activities and disciplinesother functional activities and disciplines

Extends to true “management of data” to Extends to true “management of data” to create and provide a structure for insight create and provide a structure for insight managementmanagement

Setting the Stage for Effective DMSetting the Stage for Effective DM USG and Industry are moving to more concurrent USG and Industry are moving to more concurrent

acquisition process using Integrated Product Team acquisition process using Integrated Product Team managementmanagement This requires timely, accurate, cross-functional access to This requires timely, accurate, cross-functional access to

data data The IT infrastructure is essentially “ready”The IT infrastructure is essentially “ready”

DM processes and scope have lagged behind technologyDM processes and scope have lagged behind technology Traditional DM processes are still validTraditional DM processes are still valid

New paradigmatic shift to “New paradigmatic shift to “digitaldigital” format rather than ” format rather than paper-basedpaper-based products, and “ products, and “accessaccess” rather than “” rather than “acquireacquire””

Benefits and ROI are easily discernedBenefits and ROI are easily discerned Better trade-off decisionsBetter trade-off decisions Problem identification comes much earlier in the life cycle Problem identification comes much earlier in the life cycle

and the processand the process Cycle times are reduced for decisions, information Cycle times are reduced for decisions, information

processingprocessing Overhead costs eliminated or reduced for receiving, storing, Overhead costs eliminated or reduced for receiving, storing,

and processing hard copy documents and product dataand processing hard copy documents and product data

Outcomes GainedOutcomes Gained Better trade off decision supportBetter trade off decision support Enhanced communication between data Enhanced communication between data

providers and data acquirersproviders and data acquirers Earlier identification of problem areasEarlier identification of problem areas Decreased cycle times for decisions and Decreased cycle times for decisions and

information processinginformation processing Elimination of overhead costs of receiving, Elimination of overhead costs of receiving,

storing, and processing hard copy storing, and processing hard copy documentsdocuments

Sample DM MetricsSample DM Metrics On-time deliveries by yearOn-time deliveries by year Deliverables delinquenciesDeliverables delinquencies

Root process drivers by year, by programRoot process drivers by year, by program Classified cabinets eliminated by year, by programClassified cabinets eliminated by year, by program

Contract retirement, archival, retention schedulesContract retirement, archival, retention schedules Unclassified documents scanned for useUnclassified documents scanned for use

Search time reduced or eliminated, offsite and onsiteSearch time reduced or eliminated, offsite and onsite Electronic data interchangeElectronic data interchange

Enabled by year, by programEnabled by year, by program Library/website hits and patron visitsLibrary/website hits and patron visits Average DM funding by product line, by program, by yearAverage DM funding by product line, by program, by year Aggregate DM core process consistency and improvements by year, by Aggregate DM core process consistency and improvements by year, by

programprogram Class II reasons for change (requirements, optics, SW, tech data, Class II reasons for change (requirements, optics, SW, tech data,

supportability, parts obsolescence) by program, by yearsupportability, parts obsolescence) by program, by year On-time changes, YTDOn-time changes, YTD Class II change trendClass II change trend Data errors found by EDSData errors found by EDS Paper purchase requests versus electronic purchase requestsPaper purchase requests versus electronic purchase requests Paper or electronic TDPsPaper or electronic TDPs

DM Metrics for ManagementDM Metrics for Management

Paper Purchase Requests

4%

e-Purchase Requests

96%

0

200

400

600

800

1000

1200

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Paper Purchase Requests 1010 564 878 512 387 592 406 466 426 496 439 770 490 584 509 509 306 199 19 41 18

Electronic Purchase Requests 4 16 12 4 9 18 56 61 115 131 137 179 369 360 545 264 231 534 976 908

Percent of Electronic PR 0.70 1.79 2.29 1.02 1.50 4.25 10.7 12.5 18.8 22.9 15.1 26.7 38.7 41.4 51.7 46.3 53.7 96.5 95.9 98.0

Percent of Paper PR 99.3 98.2 97.7 98.9 98.5 95.7 89.2 87.4 81.1 77.0 84.9 73.2 61.2 58.5 48.2 53.6 46.2 3.44 4.03 1.94

Aug-01

Sep-01

Oct-01

Nov-01

Dec-01

Jan-02

Feb-02

Mar-02

Apr-02

May-02

Jun-02

Jul-02

Aug-02

Sep-02

Oct-02

Nov-02

Dec-02

Jan-03

Feb-03

Mar-03

Apr-03

Nu

mb

er o

f R

equ

ests

Per

cen

tag

e

Program W, 524

Program V, 460

Program U, 144

Program T, 101Program S, 62

Program R, 15

Program Q, 10

Program P, 132

Program A, 43

Program B, 14Program C, 18

Program D, 49

Program N, 106

Program M, 54

Program E, 48

Program F, 21Program G, 114

Program J, 55Program H, 27

Program K, 4

Program L, 29

Poor Quality11%

Incorrect Image.3%

No Images77%

No Document Record10%

Incomplete2%

No Images Poor Quality Incorrect Image No Document Record Incomplete Other

Next: Acquisition and PreparationNext: Acquisition and Preparation The right amount of data will be bought, The right amount of data will be bought,

delivered, or accesseddelivered, or accessed The best data to support decision making and The best data to support decision making and

other customer functions will be available when other customer functions will be available when neededneeded

Timing of delivery will be optimizedTiming of delivery will be optimized Statements of work and objectives are more Statements of work and objectives are more

easily written, clearer, and resulting in fewer easily written, clearer, and resulting in fewer unpleasant surprises for the buyer and the unpleasant surprises for the buyer and the suppliersupplier

Data products will be discoverable, and when Data products will be discoverable, and when retrieved, will be associated with other relevant retrieved, will be associated with other relevant data products, product data, and viewsdata products, product data, and views

Data products and views will have metadata that Data products and views will have metadata that help to ensure appropriate use and re-usehelp to ensure appropriate use and re-use

It will be possible to recreate the set of data It will be possible to recreate the set of data products and views in use at a given point in timeproducts and views in use at a given point in time

SummarySummary Lots has happened in DMLots has happened in DM

DM’s not your father’s Oldsmobile, anymoreDM’s not your father’s Oldsmobile, anymore The benefits gained from the investment in The benefits gained from the investment in

the solution don’t even compare the solution don’t even compare ANSI-859 and Handbook 859 are ready to ANSI-859 and Handbook 859 are ready to

assist in better DM for you and your assist in better DM for you and your organizationorganization

The DM panel has much more aheadThe DM panel has much more ahead XML business objects modelingXML business objects modeling Automation of DM processes inside PDM toolsAutomation of DM processes inside PDM tools DAU course modules for 13 career fieldsDAU course modules for 13 career fields

Available for industry as well as for governmentAvailable for industry as well as for government