No… the best way to think of this is that CAs are involved in the change process when it comes to Product so ECOs and Deviation primarily.  CEs are more involved in raw material changes such as MCOs.

Hope this helps.

I would contact your integration partner…. if you do not have one try Inspirage…. CAD connectors are not just plug and play.  Can be quite tempramental.

If you are connected to AD then it should automatically take care of that for you within I would say 24hrs.  If you are not connected to AD then you will need to connect and using a security group, manage the users.

For the next time…

I usually just send out notice a couple times before downtime and that seems to work.

For more stringent application such as you are thinking Laura, try downloading the current user accounts which will have the ACTIVE indication.  Save that XLS file, then INACTIVATE everyone manually or through an IMPORT… do the voodoo you do, then use the original XLS file and IMPORT to change those users back to ACTIVE.

You can look at the criteria for (let’s call them) standard users and only allow them to VIEW or GET if ITEM is RELEASED.  This will allow them to see only the current released attachment.

If you are performing a lift and shift this could be quite rapid;

1. convert today’s schedules to templates
2. verify with the product PMO team
3. train
4. release (of course I would only use tool at release for any new projects… let those running continue to run as-is)

Could be done in a couple of weeks if it is simple depending on the size of the group using it.

If you are building this from the ground up or ‘evolving’ today’s business practice then it may consume more time to test the new process to validate it covers everything.  This could add additional weeks… again depending on the number of templates and size of the PMO org.

I believe it to be a sales buzz word presentation.  Rapid commercialization through the tool itself is dependent upon the business processes phases and gates.  You could consider this PPM but it really boils down to business processes…. remember that PPM is just a tool that organizes product development and release.  Using LEAN practices you can look to eliminate waste from your processes to streamline NPI and product changes.  So in retrospect, this is a combination of practice and tool usage…. not necessarily a specific Oracle tool.

There are a couple of options depending on how approvers are assigned.

Manually…. correct your procedures so that analysts are not double assigning (easy).

Workflow added – create a PX to fire post workflow event to do the compare for you and remove any duplicates.

So $TODAY-10 is not working for you? Can you share the query lines you are using so I can see the date you are selecting.

Redlining is simply the marking of as-is to to-be.

To be more clear, a long long time ago, Engineers used to use red pens to make changes to engineering drawings to note changes…. this was way back in the day when we used to have physical drawings hung in large drawers…. who remembers?

So In Agile PLM we represent this through marking attributes (as long as they are change controlled) and BOM changes while attaching drawing representations to changes.

Agile will see these redlines to attributes and BOMs as related to a change so that when the change is released the redlines become the record.

Does this help?