PIM PIM/PXM

PIM program management: Why product data projects need strong governance

Product information management (PIM) is not a one-off project - it is a long-term change process. Anyone who wants to digitize and centralize product data and make it usable to a high standard faces a multitude of tasks: from PIM selection and data modelling to integration with e-commerce, ERP or print systems. Strong program management is needed to prevent this from becoming a patchwork quilt.

What is a PIM system - and why does it need more than technology?

A PIM system is the central platform for managing and enriching product data - media-neutral, multilingual and structured. It supplies all touchpoints in the company: Webshop, marketplaces, print, PoS or customers directly.

But a PIM system is only the tool. Whether it is effective depends largely on how well the selection, introduction and further development are managed. After all, the introduction of a PIM system doesn't just mean a new tool - it means new processes, responsibilities and interfaces.

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The reality: complex, dynamic, cross-departmental

Modern PIM projects are complex: they involve not only IT and product management, but also marketing, sales, purchasing, e-commerce and logistics. In addition, there are external service providers, system partners or marketplaces that bring further requirements with them.

There are often several strands running in parallel: pilot projects, system migration, new content requirements, internationalization. Without clear control, a patchwork of initiatives quickly emerges that costs more energy than it brings benefits. This is where structured program management creates order and priority.

 

The role of the PIM program manager: coordinator, translator, driver

The PIM program manager plays a central role - before, during and after system implementation. He or she is not a classic project manager with a focus on timings and milestones, but an overarching designer with a strategic view.

Typical tasks of the PIM program manager:

Prior to system selection:

  • Gather and structure requirements from all departments
  • Prioritize use cases
  • Manage the selection process (incl. specifications, vendor evaluation, proof of concept)

During implementation:

  • Develop data model, workflows and interfaces together with IT and specialist departments
  • Coordinate dependencies between sub-projects
  • Manage resources, budgets and external service providers

During ongoing operations:

  • Further development of the PIM strategy and governance
  • Promote change management and user acceptance
  • Establishing quality assurance for data and processes

In short: the program manager is the central figure who ensures that the topic of product data is given a clear direction within the company - and does not disintegrate into individual solutions.
 

When internal resources are lacking: External support as the key to progress

Medium-sized companies in particular often lack the internal capacity to manage a PIM program independently. The existing teams are tied up in day-to-day business - or simply lack the experience to manage such a project in the necessary depth and breadth.

In such cases, external support can offer valuable relief - and at the same time provide structure and professional security. Two proven models have become established in practice:

Interim program management

  • An experienced external person assumes overall responsibility for the PIM program for a limited period of time. This creates speed, clarity and relieves the operational burden on the organization.

Program coaching

  • An internal project manager is closely supported - for example through regular reviews, sparring sessions or targeted input. In this way, expertise grows within the company itself without having to forego external experience.

Whether as an initiator or steering partner: external program managers not only bring methodological expertise, but also a neutral view from the outside - often crucial when it comes to reducing complexity and safeguarding decisions.

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Structure creates success - from selection to operation

A successful PIM program does not follow a rigid project plan. Requirements change, priorities shift, new stakeholders are added. It is crucial to think and manage across the board. Program management ensures that everyone involved - both internally and externally - is working towards a common goal. From selection to implementation and further development.
 

Conclusion

A PIM project is more than just an IT implementation. It is a change process that affects all areas that work with product data - and there are many of them. The key to success lies in professional program management that creates an overview, involves people and secures decisions.

 

FAQ: Frequently asked questions about PIM program management

What is PIM program management?

PIM program management refers to the overarching management of all measures relating to the selection, introduction and further development of a PIM system. It includes strategy, project coordination, change management and quality assurance.

What does a PIM program manager do?

A PIM program manager coordinates specialist departments and IT, manages internal and external resources, structures sub-projects and ensures the implementation of the PIM strategy. They act as an interface, translator and decision-maker.

Why is PIM program management important?

Without professional program management, PIM projects run the risk of getting lost in individual solutions. A structured approach ensures goal orientation, transparency and sustainable data quality.

What is the difference between project management and program management in the PIM context?

Project management usually relates to a specific aspect - e.g. the introduction of a system. Program management, on the other hand, coordinates several interconnected projects and thinks strategically and long-term.

When should external support in PIM program management be considered?

External support is useful if internal resources are lacking or there is little experience with complex, cross-divisional data projects - for example in the form of an interim program manager or a coach.