ENOVIA Product Portfolio

Dassault Systèmes ENOVIA is the world’s preferred collaboration application for bringing new products to market. ENOVIA is committed to a great user experience, enjoyed by everyone from the smallest teams to the largest global enterprises.

Governance

Allows companies to launch enterprise-wide new product introductions on-time and on-budget.

ENOVIA Program Central

Enabling program and project managers to create a competitive advantage by delivering products from concept to market faster

ENOVIA Program Central’s advanced resource planning, flexibility and templates makes it possible for a company to automate resource planning activities and, institutionalize its best practices for various project types easily.

Its collaborative project management capabilities dramatically increase the productivity of globally distributed users by executing projects and programs with real-time information that updates automatically through direct links to tasks, documents, deliverables, and other data sources. These automatic updates allow the project manager to focus on high value activities rather than tracking down status.

With ENOVIA Program Central, companies can provide global teams with the accurate, real-time information they need to keep projects on track and respond to ever-shrinking product lifecycles. Through project pipeline dashboards, ENOVIA Program Central provides management with real-time visibility into a project’s status in terms of schedule, resources, costs and benefits. Ultimately, this allows for better decision making when analyzing which projects offer the highest potential return on investment.

  • Provide real-time access to project pipelines for rapid analysis and decision making
  • Expose resource bottlenecks in real-time with enhanced management visibility and reports to increase resource utilization and reduce conflicts. between project managers and functional group managers
  • Drive a phased-base decision making process using best-in-class process templates with predefined phases, gates and milestones
  • Improve execution and oversight of complex product development activities by decomposing projects into smaller manageable projects with visibility to sub-project dependencies
  • Facilitate access to processes and data within a secure environment
  • Coordinate and collaborate on the planning and execution of projects in real-time
  • Manage complex collaborative projects involving internal and external teams of prospects, customers, suppliers and partners
  • Track meetings, decisions, and artifact baselines so that traceability is established for historical reference
  • Business Goals
    Managers can define a business goal hierarchy to help identify which projects to approve and fund based on how they impact strategy.
  • Advanced Resource Management
    Project managers can define project resource plans over a project time line in either weekly or monthly time intervals which are submitted to functional group managers for fulfillment. Each submitted resource request identifies the business skills to insure that the right people are assigned to the project resource request. . Functional group managers have real-time visibility to all submitted requests in order to assign available people within their organization or to even reject a request. Functional managers can also leverage a number of resource planning reports to help increase resource utilization, eliminate bottlenecks and improve resource assignment decisions.
  • Project Dashboards
    Management can leverage dashboards to get an aggregated high-level graphical view of project status by phase, risk, quality, issues, assessments, costs, and benefits.
  • Project Templates
    Project managers can develop process standards and enhance predictability by driving repetitive project execution throughout the organization. The project template consists of work breakdown structures defined by responsible roles, folder structures, questionnaires, document templates, and bookmarks.
  • Work Breakdown Structure
    Program managers can decompose complex product development activities into smaller manageable subprojects. Project leaders can then define schedules to organize global project teams into phase-gate activities that take into consideration assigned project member’s role and non-working days. ENOVIA Program Central supports all phases of development, including the ideation phase in which organizations evaluate the likely value and feasibility of all potential new projects. Once each concept is approved, it is updated to a formal project and can be planned in detail. ENOVIA Program Central provides a bi-directional integration to Microsoft Project for project managers that prefer using a Microsoft Project user interface for editing schedule information.
  • Task Deliverables
    As tasks are assigned and being worked, task deliverables should be associated and managed in the context of the task. As a deliverable is promoted through its lifecycle, the system automatically updates the task status. After the tasks are completed, project folders store and categorize the deliverables for access controls and increased visibility. To keep task deliverables on schedule, project leaders can configure automatic reminders of upcoming or late tasks that project members will receive in their company email.
  • VPM Project Management
    For companies using either ENOVIA® VPM V5 or ENOVIA® VPM Central™ V6, it is possible to monitor design activity with the project using ENOVIA Program Central V6. This allows access to outputs from design on the corresponding project tasks. In V6, ENOVIA Program Central and ENOVIA VPM Central both run on the same technology platform. Therefore, users can search for and associate VPM data as deliverables to assigned project tasks easily. VPM Tasks can be created as part of the ENOVIA Program Central WBS and are accessible immediately to the designer within his design environment. For companies using ENOVIA® VPM V5, ENOVIA Program Central synchronizes project tasks to VPM actions. These triggered VPM actions include required input for a designer to do his job.
  • Product Line Management
    ENOVIA Program Central organizes and manages a company's product portfolio and executes development projects related to the planning and introduction of future products. Product lines and model hierarchies organize a company’s family of products. Model hierarchies represent specific products available to customers. Product managers can associate product releases with development projects and organize them into portfolios. A portfolio provides visibility into a product line’s road map, product release dependencies and a real time status of strategic project milestones to share with other organizations.
  • Schedule Product Builds
    Prototype and production builds represent key milestones of the product development process. Multiple builds can be identified and planned for a particular product, and then their completion can be tracked through the project schedule.
  • Project Content
    All project content and deliverables are managed and stored securely within controlled and uncontrolled folder and subfolder structures. Security is established on a per project basis. Project owners and project leads determine individual access rights. Within a project, each folder and file maintains additional levels of security. Lifecycle controls establish folder content baselines as a means of measuring project performance and historical references. Team members can establish a single environment for managing and sharing all project information—not just documents. By subscribing to document events, members can become informed immediately as changes and additions occur. Reports provide a consolidated list of project-related content from either the work breakdown structure or from the folder structure.
  • Project Financials
    Project leaders can define a financial plan for each project. The financial plan includes a project costing model by investment and expense types along with the financial business benefits the project will deliver over a defined time line. The project leader can capture the plan, estimated and actual project costs, and benefit values.
  • Team Collaboration
    A project manager can institute standard reviews for project members using routes or workflows to circulate tasks, projects, and files. The entire project team can be kept informed of important project information with online discussions. All team members can subscribe, view, and comment on the original discussion topic or any of the subsequent responses.
  • Issue / Risk Management
    Issues are real incidents, inquiries, or problems that impact a project negatively, and risks are anything that can potentially impact a project negatively. Issue management provides a context for capturing, tracking, and closing issues in the context of a project. Issues are identified, captured, classified, and assigned to project members for resolution. Risk management enables project teams to identify, quantify, analyze, and mitigate project risks. During the analysis process, risks need to be assessed and quantified in two dimensions. These two dimensions are impact and probability with ranges from 1-5. These dimension values help minimize these potential negative impacts by determining each risk priority and clarifying which project risks need mitigation.
  • Critical To Quality (CTQ)
    To ensure that projects meet customer requirements, project teams can define and measure a project's CTQs. These are the key measurable characteristics in which performance standards or specification limits of a product or process must be met in order to satisfy the customer needs.
  • Project Meeting Traceability
    Project or program managers can capture meeting details to maintain artifacts for historical references. Managers can define meetings, and track who was invited and who actually attended. Agenda topics can be added to meetings with time durations allocated for each topic and associated document attachments for discussion. Issues that need further follow up and recorded decisions are stored as an outcome of the meeting.