A類模板與流程IPD開發(fā)驗證及發(fā)布階段流程介紹ppt課件

1、Version日期描述V1.12019年9月6日第一版使大家了解IPD開發(fā)、驗證和發(fā)布階段流程的主要內(nèi)容簡要介紹IPD框架及流程概述簡要介紹計劃階段完成的工作IPD流程開發(fā)、驗證及發(fā)布階段的主要目標(biāo)、關(guān)注點(diǎn)及交付IPD流程開發(fā)、驗證及發(fā)布階段的主要角色、活動及主要模板。IPD框架及流程概述開發(fā)階段概述驗證階段概述發(fā)布階段概述候選項目候選項目產(chǎn)品開發(fā)團(tuán)隊產(chǎn)品開發(fā)團(tuán)隊PDT）滿意的顧客滿意的顧客 $生命生命周期周期發(fā)布發(fā)布驗證驗證開發(fā)開發(fā)方案方案概念概念集成組合管理團(tuán)隊集成組合管理團(tuán)隊IPMT） 理解市場理解市場市場細(xì)分市場細(xì)分組合分析組合分析制定市場細(xì)制定市場細(xì)分策略及計分策略及計劃劃調(diào)整調(diào)整

2、&優(yōu)化優(yōu)化業(yè)務(wù)計劃業(yè)務(wù)計劃管理市場細(xì)分并評估績效管理市場細(xì)分并評估績效市場信息市場信息客戶反饋客戶反饋競爭對手信息競爭對手信息 技術(shù)趨勢技術(shù)趨勢產(chǎn)品組合產(chǎn)品組合目的目的IPD集成產(chǎn)品開發(fā)是一種管理系統(tǒng)，用于優(yōu)化集成產(chǎn)品開發(fā)是一種管理系統(tǒng)，用于優(yōu)化成功的產(chǎn)品的開發(fā)過程及交付質(zhì)量。成功的產(chǎn)品的開發(fā)過程及交付質(zhì)量。所有利益相關(guān)者早期參與的標(biāo)準(zhǔn)化方法所有利益相關(guān)者早期參與的標(biāo)準(zhǔn)化方法規(guī)范化的帶里程碑的流程規(guī)范化的帶里程碑的流程項目管理項目管理考評考評關(guān)鍵要素關(guān)鍵要素跨部門團(tuán)隊跨部門團(tuán)隊管理管理- IPMT執(zhí)行執(zhí)行- PDT結(jié)構(gòu)化流程結(jié)構(gòu)化流程6 個階段個階段 4 個決策評審點(diǎn)個決策評審點(diǎn)一流的子流程一

3、流的子流程項目管理項目管理 系統(tǒng)工程系統(tǒng)工程以用戶為中心的設(shè)計以用戶為中心的設(shè)計 CBB - 重用重用$APPEALS 管道管理管道管理標(biāo)桿比較標(biāo)桿比較 技術(shù)管理技術(shù)管理考評考評平衡記分卡平衡記分卡IPD 工具工具共用工具共用工具 -業(yè)務(wù)，技術(shù)業(yè)務(wù)，技術(shù)DevMfgMktSvcFinSWFullProcIPD市場管理如下的系統(tǒng)如下的系統(tǒng): :管理流程管理流程定義的角色定義的角色組織結(jié)構(gòu)組織結(jié)構(gòu)考評和衡量指標(biāo)考評和衡量指標(biāo)依賴于：依賴于：各個層次業(yè)務(wù)的跨部門團(tuán)隊協(xié)作各個層次業(yè)務(wù)的跨部門團(tuán)隊協(xié)作對客戶和市場的關(guān)注對客戶和市場的關(guān)注清晰定義的各個層次的職責(zé)得到履行清晰定義的各個層次的職責(zé)得到履行還需

4、要：還需要：信任的環(huán)境信任的環(huán)境信息開放信息開放對能力的客觀認(rèn)識對能力的客觀認(rèn)識IPD流程采用流程采用VISIO DESIGNFLOW圖詳細(xì)描述，緊密相關(guān)的幾個文件圖詳細(xì)描述，緊密相關(guān)的幾個文件是：是：PocketCard、角色和職責(zé)、活動描述、項目計劃和模板、角色和職責(zé)、活動描述、項目計劃和模板PHASECONCEPTPLANDEVELOPQUALIFYHuawei Integrated Product DevelopmentElectrical DevelopmentTECH SUPPORTSoftware DevelopmentSalesIPMT/PDT Decision Checkpo

5、ints & Key Milestones End of LifeFINANCEAvailabilityLIFE CYCLEDeliverable / Update Checkpoint Annc = AnnounceAvail = AvailabilityBmark = BenchmarkCert = CertificationConfig = ConfigurationCtl = ControlCust = CustomerHL = High LevelID = IdentifyInfo = InformationLL = Low LevelLMT = Lifecycle Manageme

6、nt TeamMech = MechanicalsMfg = ManufacturingMgmt = ManagementPrep = PreparationReqs = RequirementsRFA = Request For AnnouncementP&L = Profit and LossSCT = System Certification TestMANUFACTURINGMarketMgmtOutputLAUNCHConceptPlanTech Review 3Dvlp = DevelopElect = ElectricalEngrg = EngineeringEnv = Envi

7、ronmentEOL = End Of LifeESP = Early Support ProgramGA = General AvailabilitySpecs = SpecificationsSuppt = SupportS/W = SoftwareTech = TechnicalTVT = Translation Verification TestUCD = User Centered DesignWBS = Work Breakdown StructurePocket Card Mar 13, 2000MARKETINGMilestone Develop Business CaseRe

8、fine Business CaseTech Review 5Tech Review 4Tech Review 6Develop Initial Financial AssessmentContractRefine Financial AssessmentSupport TakePricing ActionsMechanical Development Dvlp Cust. Service Support Strategy CharterDefine Market ReqsDvlp Mfg StrategyDvlp Fulfillment StrategyDvlp Customer Servi

9、ce Support PlanDvlp Sourcing PlanPROCUREMENTPerformSupplier Analysis Perform Elect HL DesignPerform S/W HL DesignPerform Mech HL DesignDvlp Customer Transition StrategyDvlp Sales Forecast & Marketing StrategyID Serviceability ReqsDevelop Marketing PlanPerform Elect LL DesignPerform S/W LL DesignBuil

10、d and TestSubsystems and Systems(Prototype Units)Dvlp & TestElect HardwareDevelop Manufacturing ProcessProvide Ongoing Customer SupportPerform Mfg Process VerificationRampup ProductionDvlp & Test MechanicalsStartSellingAnncPrepare Sales ForcePrepare Customer Service & SupportTransfer to Mfg Operatio

11、nsCustomer TransitionFulfillmentEarly Support Program (ESP)Prepare for Announcement / RFA / Disclosure/Training Dvlp Cust Transition PlanDevelop Fulfillment PlanDevelop ESP PlanPerform Customer Transition ActivitiesPerform ESP ActivitiesMonitor Sales & CustomersMake Volume CommitsStopSellingNegotiat

12、e ContractsOrder Early PartsSelect Suppliers (Final)Order Production PartsMonitor Supplier PerformancePrepare Pricing LetterAssess P&LMonitor ProductionManage Supply/DemandPerform Monthly ForecastTech Review 1Stop SupportStop MfgPromote OfferingAnnc. OfferingPerform Fulfillment ActivitiesDvlp Projec

13、t Plan WBS Level 1/2Monitor and Manage ProjectSYSTEMS ENGINEERING(includes QA/Reliability)Market Planning & OperationsBusiness Case DevelopmentProject ManagementGAFormPDTDissolvePDT & Form LMTSuppt Prep EOLIPD-AS-20000313-1Dvlp Project Plan WBS Level 3/4Reqs in Change CtlConfig in Change CtlSpecs in

14、 Change CtlTech Review 2EC Release Mgmt BeginsPrepare Project CharterDvlp & TestSoftwarePerform Mech LL DesignProduce Initial UnitsBuild &TestSystems(Initial Production Units)Assess Launch ReadinessSet up ordering env.Load channelsAvail DCP PackageID Manufacturability ReqsDevelop ESP ApproachDvlp Sy

15、stems Test & Cert PlanPerform SCT & BmarkPerform Beta TestingPerform Internal Test (Performance)TestingDevelop Mfg PlanDesign Mfg ProcessDvlp Development Test Equipment and Support Functional TestingSupport Beta TestingAnnc EOLIndustrial Design/UCDDvlp UCD PlanExploreAlternativeConceptsandProvideTec

16、hnologyAlternativesNational Language Support (NLS)Dvlp Translation PlanPerform TranslationInformation Development Dvlp Info PlanDevelop InformationPrint, Ship, Stock InformationPerform Industrial & Ergonomic DesignDvlp Manufacturing Test EquipmentSupport Beta TestingPerform UCD AuditsSupport ESP Cus

17、tomersPrepare for ESP Customer Support Perform UCD EvaluationsSupport Dvlp Sales ForecastLessonsLearned PackageLMT: Maintain OfferingTake Pricing ActionsLMT: Prep EOLPerform TVTPartition & Allocate ReqtsSupport Define Market ReqsMonitor and Manage Requirements, Specifications and ConfigurationsDvlp

18、System Design & SpecShip ESP ProductsManufacturing Operations,Pilot Production, andAdvanced Manufacturing EngineeringTech SupportProcurementhDvlp Offering ReqsPerform Intellectual Property / Capital AnalysisPerform Conceptual Industrial Design Template : Project Charter TemplateActivity ID: IPMT-05

19、Develop Project CharterProvide a high level summary of the IPMT request for a new hardware, software , or services offering including:- The defined opportunity / offering positioning - Brand or market segment - The project guidelines relative to timing and investmentProject Charter Template is Forma

20、ted into the following areas: Purpose:Project NameLaunch to Market, IPD Phase DCPOverview Description Segment:Customer Needs SummaryUse ProfileMarket HistoryCompetitionCompetitiveness of OfferingStrategy Objective Portfolio Positioning:Product Family Roadmap Project Objectives:Price TargetsUnique Pr

21、oject Guidelines Team:PDT Member NamesTemplateIDTask NameResource Names0HUAW EI IPD Concept Phase W BS Project Plan1Develop Project Charter (IPM T-05)2Identify Project ObjectivesIPMT3Describe Market Segment PortfolioIPMT4Describe Geographical Market AssumptionsIPMT5Describe High Level Customer Requi

22、rementsIPMT6Describe Initial Architecture AssumptionsIPMT7Describe Initial Standards AssumptionsIPMT8Describe Initial CBB/Reuse ObjectivesIPMT9Define Initial Quality (RAS) ObjectivesIPMT10Define Initial Warranty ObjectivesIPMT11Form Core PDT Team (IPM T-10)12Identify and Assign PDT LeaderIPMT13Ident

23、ify and Assign PDT Members to ProjectIPMTActivity 1Activity 2Project PlanTemplate #Roles and ResponsibilitiesFinance PDT Core Team Member (FPDT)The Finance PDT member is the focal point for all financial support processes required for the offering. Commitmentsare made on behalf of all finance functi

24、ons. The Finance PDT member provides support for financial and legal areas pertainingto the business case. Offering financial assessments, pricing, business cases, and legal position issue resolution are performedin this area. The Finance PDT member represents business planning, pricing, accounts re

25、ceivable, legal, etc.The responsibilities of the Finance PDT Core Team Member during the Concept Phase include:Refine and Communicate High Level (WBS 1) Financial Plan (FPDT-10)Refine High Level (WBS) Financial Plan TemplateIdentify Key Financial Events / M ilestonesDefine Key Dependencies / Assumpt

26、ionsDevelop WBS Level 2 for Project (FPDT-20)Refine WBS Level 2 Financial TemplatesCombine WBS Level 2 for Project (FPDT-25)Combine WBS Level 2 Financial TemplatesCreate Overall Risk Assessment (LPDT-23)Identify Financial Risks and Management Plans (FPDT)Perform Initial Financial Assessment (FPDT-30

27、)Size HW BOM Cost or Cost of Goods Sold (COGS) (RDPDT)Size Development Costs (RDPDT)Size Production Costs (MNFPDT)Size Customer Fulfillment Costs (MNFPDT)Size Customer Service & Support Costs (TSPDT)Size Marketing, Sales, & Tech Sales Support Costs (MKTPDT)Size Language Translation Costs (RDPDT)Size

28、 Competitive Cost Position (RDPDT)Develop Initial Forecast Assumptions (S)Establish Pricing Targets (FPDT)Define Business Model / Critical Assumptions (FPDT)Validate Initial Target Markets / Prices (MKTPDT)Assess/Verify Current Year Funding Availability (FPDT)Develop Initial Business Case / P&L (FPD

29、T)Make Concept DCP Decision (IPMT-20)Perform Concept Phase CloseoutPerform Formal Phase Exit (LPDT)Update/C lose Information Applications/Databases (LPDT)Adjust/Release Funding (FPDT)Visio Concept Phase DetailPocketcardactivity description探索可選擇概念并提供可替換技術(shù)：協(xié)作產(chǎn)生多個概念并檢查每一個的優(yōu)缺點(diǎn)；選擇一個概念進(jìn)行進(jìn)一步的定義；提出并評估融入概念的產(chǎn)

30、品、元器件、制造工藝等的多種技術(shù)選擇；研究外部的產(chǎn)品、元器件和工藝接受新產(chǎn)品要求組建項目開發(fā)團(tuán)隊 (PDT)開發(fā)初始的產(chǎn)品建議及計劃可獲得性決策評審計劃決策評審開發(fā)最終的產(chǎn)品建議并制定計劃擴(kuò)編 PDT，以開展開發(fā)階段工作產(chǎn)品詳細(xì)設(shè)計與開發(fā)系統(tǒng)集成測試系統(tǒng)設(shè)計驗證系統(tǒng)驗證測試認(rèn)證和標(biāo)桿測試BETA測試，確保符合客戶需求確保行銷、銷售及客戶支持準(zhǔn)備就緒來自來自IPMT的任務(wù)書的任務(wù)書charter）概念決策評審擴(kuò)編PDT，以開展計劃階段工作下一膠片概念階段概念階段計劃階段計劃階段開發(fā)階段開發(fā)階段驗證階段驗證階段構(gòu)造初始產(chǎn)品啟動量產(chǎn)填充分銷渠道執(zhí)行客戶過渡計劃接前頁各部門支持發(fā)布和供貨管理產(chǎn)品運(yùn)行情

31、況生命周期階段生命周期階段發(fā)布產(chǎn)品& GA生命終止決策評估生命終止決策評審發(fā)布階段發(fā)布階段產(chǎn)品生命終止轉(zhuǎn)移到服務(wù)終了制定初始的市場計劃制定初始的市場計劃 選擇一個選擇一個概念概念階段階段概念概念方案方案開發(fā)開發(fā)驗證驗證華為集成產(chǎn)品開發(fā)華為集成產(chǎn)品開發(fā)(IPD)流程流程V1.1硬件開發(fā)硬件開發(fā)技術(shù)支持技術(shù)支持軟件開發(fā)軟件開發(fā)銷售銷售IPMT/PDT 決策評審點(diǎn)決策評審點(diǎn) & 主要里程碑主要里程碑 生命周期終止生命周期終止財務(wù)財務(wù)可獲得性可獲得性生命周期生命周期交付交付 / 更新更新 決策檢查點(diǎn)決策檢查點(diǎn) 制造制造市場管理市場管理輸出輸出發(fā)布發(fā)布概念概念方案方案技術(shù)評審技術(shù)評審 3市場市場里程碑里

32、程碑 制定業(yè)務(wù)計劃制定業(yè)務(wù)計劃優(yōu)化業(yè)務(wù)計優(yōu)化業(yè)務(wù)計劃劃技術(shù)評審技術(shù)評審 5技術(shù)評審技術(shù)評審4技術(shù)評審技術(shù)評審6初步財務(wù)評估初步財務(wù)評估合同合同優(yōu)化財務(wù)評估優(yōu)化財務(wù)評估支持采取價格調(diào)整行為支持采取價格調(diào)整行為結(jié)構(gòu)開發(fā)結(jié)構(gòu)開發(fā)制定客戶服務(wù)支持策制定客戶服務(wù)支持策略略任務(wù)書任務(wù)書驗證市場驗證市場需求需求制定制造策略制定制造策略制定訂單履行策略制定訂單履行策略制定客戶服務(wù)支持制定客戶服務(wù)支持計劃計劃更新供應(yīng)商更新供應(yīng)商&物料選擇計物料選擇計劃劃采購采購制定初始供應(yīng)商制定初始供應(yīng)商&物物料選擇計劃料選擇計劃硬件概要設(shè)硬件概要設(shè)計計軟件概要設(shè)軟件概要設(shè)計計結(jié)構(gòu)概要結(jié)構(gòu)概要設(shè)計設(shè)計制定市場、價格和制定市場、

33、價格和ESP策略策略明確可服務(wù)性需明確可服務(wù)性需求求更新市場計劃更新市場計劃硬件詳細(xì)硬件詳細(xì)設(shè)計設(shè)計軟件詳細(xì)軟件詳細(xì)設(shè)計設(shè)計SDV開發(fā)開發(fā) &測試硬測試硬件單元件單元制造工藝開發(fā)制造工藝開發(fā)提供持續(xù)的客戶支持提供持續(xù)的客戶支持產(chǎn)量逐步提升產(chǎn)量逐步提升開發(fā)和測試結(jié)開發(fā)和測試結(jié)構(gòu)單元構(gòu)單元開始銷售開始銷售發(fā)布發(fā)布接受培訓(xùn)和準(zhǔn)備銷售力量接受培訓(xùn)和準(zhǔn)備銷售力量準(zhǔn)備客戶服務(wù)準(zhǔn)備客戶服務(wù)&支持支持切換到制造操作切換到制造操作訂單履行訂單履行準(zhǔn)備發(fā)布準(zhǔn)備發(fā)布/ 局部公開局部公開/培訓(xùn)培訓(xùn)制定客戶遷移計劃制定客戶遷移計劃制定訂單履行計劃制定訂單履行計劃執(zhí)行客戶遷移活動執(zhí)行客戶遷移活動監(jiān)控銷售監(jiān)控銷售&客戶客戶

34、銷量承諾銷量承諾停止銷售停止銷售合同談判合同談判確定供應(yīng)商確定供應(yīng)商采購生產(chǎn)器件采購生產(chǎn)器件監(jiān)控供應(yīng)商表現(xiàn)監(jiān)控供應(yīng)商表現(xiàn)損益評估損益評估監(jiān)控生產(chǎn)監(jiān)控生產(chǎn)管理供應(yīng)管理供應(yīng)/需求需求月度預(yù)測月度預(yù)測技術(shù)評審技術(shù)評審1停止支持停止支持終止生產(chǎn)終止生產(chǎn)產(chǎn)品包促銷產(chǎn)品包促銷發(fā)布產(chǎn)品發(fā)布產(chǎn)品包包訂單履行活動訂單履行活動制定項目計劃制定項目計劃（ WBS1/2級）級）監(jiān)控和管理項目監(jiān)控和管理項目系統(tǒng)工程系統(tǒng)工程（包括（包括QA/可靠性）可靠性）市場規(guī)劃和操作市場規(guī)劃和操作PDT制定業(yè)務(wù)方案制定業(yè)務(wù)方案項目管理項目管理運(yùn)作流程運(yùn)作流程GA組建組建PDT支持準(zhǔn)備支持準(zhǔn)備 EOLIPD-ghh-20190801制

35、定項目計劃制定項目計劃（ WBS 3/4級）級）需求更改受需求更改受控控配置更改配置更改受控受控規(guī)格更改規(guī)格更改受改受改技術(shù)評審技術(shù)評審 2EC發(fā)布管理開發(fā)布管理開始始準(zhǔn)備項目任務(wù)書準(zhǔn)備項目任務(wù)書開發(fā)開發(fā) &測試軟測試軟件單元件單元結(jié)構(gòu)詳細(xì)結(jié)構(gòu)詳細(xì)設(shè)計設(shè)計生產(chǎn)初始產(chǎn)品生產(chǎn)初始產(chǎn)品SIT評估發(fā)布準(zhǔn)評估發(fā)布準(zhǔn)備就緒情況備就緒情況設(shè)置訂單處理環(huán)境設(shè)置訂單處理環(huán)境裝填渠道裝填渠道可獲得性可獲得性DCP材料材料業(yè)務(wù)流業(yè)務(wù)流程程明確可制造性需求明確可制造性需求外部系統(tǒng)認(rèn)證測試外部系統(tǒng)認(rèn)證測試 &標(biāo)桿標(biāo)桿測試測試測試測試研發(fā)研發(fā)制定制造計劃制定制造計劃設(shè)計制造設(shè)計制造流程流程開發(fā)開發(fā)“開發(fā)測試裝備開發(fā)測試裝

36、備 支持支持 Beta 測試測試發(fā)布發(fā)布 EOL工業(yè)設(shè)計工業(yè)設(shè)計/UCD以用戶為中心的設(shè)計）以用戶為中心的設(shè)計）制定制定UCD 方案方案提供技術(shù)備選提供技術(shù)備選方案方案和和尋求替代概念尋求替代概念翻譯翻譯資料開發(fā)資料開發(fā) 制定資料開發(fā)和翻譯計制定資料開發(fā)和翻譯計劃劃開發(fā)和驗證資料開發(fā)和驗證資料打印、裝運(yùn)、存儲資料打印、裝運(yùn)、存儲資料工業(yè)工業(yè) & 人機(jī)工程設(shè)計人機(jī)工程設(shè)計開發(fā)開發(fā)“制造測試裝備制造測試裝備預(yù)備預(yù)備 ESP客戶支持客戶支持支持銷量預(yù)測支持銷量預(yù)測經(jīng)驗教訓(xùn)總結(jié)材經(jīng)驗教訓(xùn)總結(jié)材料料采取價格調(diào)整行動采取價格調(diào)整行動翻譯驗證測試翻譯驗證測試分割和分分割和分配需求配需求支持定義市場需支持定義

37、市場需求求監(jiān)控和管理需求、規(guī)格和配置監(jiān)控和管理需求、規(guī)格和配置系統(tǒng)設(shè)計和系統(tǒng)設(shè)計和規(guī)格制定規(guī)格制定發(fā)運(yùn)發(fā)運(yùn)ESP產(chǎn)品產(chǎn)品制造操作，制造操作，試生產(chǎn)及試生產(chǎn)及高級制造工程高級制造工程技術(shù)支持技術(shù)支持采購采購知識產(chǎn)權(quán)知識產(chǎn)權(quán)/資產(chǎn)分析資產(chǎn)分析概念性工業(yè)設(shè)計概念性工業(yè)設(shè)計確定產(chǎn)確定產(chǎn)品包需品包需求求SVT和內(nèi)部和內(nèi)部認(rèn)證認(rèn)證/標(biāo)桿測試標(biāo)桿測試Beta 測試測試 UCD評估評估UCD審計審計 構(gòu)建模塊功能構(gòu)建模塊功能 驗證驗證BBFV） 規(guī)范規(guī)范 &現(xiàn)有單元現(xiàn)有單元 新單元新單元制定系統(tǒng)測試制定系統(tǒng)測試 &認(rèn)認(rèn)證計劃證計劃優(yōu)化財務(wù)評估優(yōu)化財務(wù)評估技術(shù)評審技術(shù)評審4A制定標(biāo)準(zhǔn)計制定標(biāo)準(zhǔn)計劃劃進(jìn)行設(shè)計檢查

38、進(jìn)行設(shè)計檢查制定企業(yè)標(biāo)準(zhǔn)和內(nèi)控標(biāo)準(zhǔn)制定企業(yè)標(biāo)準(zhǔn)和內(nèi)控標(biāo)準(zhǔn)支持支持ESP客戶客戶確定可測試性需確定可測試性需求求進(jìn)行安裝和可服務(wù)性測試進(jìn)行安裝和可服務(wù)性測試支持支持ESP客戶客戶裝備總體方案和工藝裝備總體方案和工藝總體方案設(shè)計總體方案設(shè)計準(zhǔn)備生產(chǎn)初始產(chǎn)品準(zhǔn)備生產(chǎn)初始產(chǎn)品執(zhí)行執(zhí)行ESP活動活動確定確定BATA和和ESP客戶客戶提前采購決提前采購決策策采購原型機(jī)物料采購原型機(jī)物料采購初始產(chǎn)采購初始產(chǎn)品物料品物料采購采購RAMP UP物料物料支持支持 Beta 測試測試制造系統(tǒng)驗證制造系統(tǒng)驗證SVT2向定單履行向定單履行最終提供配最終提供配置置制定銷售制定銷售預(yù)測預(yù)測驗證市場需驗證市場需求求驗證驗證/

39、更新更新/銷售銷售預(yù)測預(yù)測進(jìn)行競爭分析進(jìn)行競爭分析優(yōu)化市場計劃優(yōu)化市場計劃制定發(fā)布策略和計劃制定發(fā)布策略和計劃向內(nèi)發(fā)布發(fā)布定向內(nèi)發(fā)布發(fā)布定價價ESP計劃階段完成了最終業(yè)務(wù)計劃、詳細(xì)的項目計劃、合計劃階段完成了最終業(yè)務(wù)計劃、詳細(xì)的項目計劃、合同、系統(tǒng)設(shè)計、設(shè)計規(guī)格和概要設(shè)計同、系統(tǒng)設(shè)計、設(shè)計規(guī)格和概要設(shè)計1.0 Introduction/Executive SummaryOverviewThe PPS portfolio of 604 workstations, Product Y, Product X and Product Z, provide a family of new low-cos

40、t, high-function, high price-performance and high graphics performance to PowerPC basedworkstations. Their design includes common parts and components among systems and provides industrystandard I/O and memory. All members of the PPS workstation family will comply with the PowerPCReference Platform

41、(PreP) architecture.Product X provides the midpoint of the PPS systems. It is designed to compete on price performance withPC class workstations and offer SMP capability. Product X will have a follow on to future models. It isintended to satisfy client requirement in commercial and low-end technical

42、 market segments requiringcompute scalability.AnalysisMarket and Competitive Analysis ResultsThe market requirement for SMP is uncertain. While competitors are adding SMP capability, it is not clearthat the market differentiates between increased unit-processor speed and SMP enabled throughputespeci

43、ally in the client marketplace.Current competitive projections indicate that Product X is under configured and over priced in the PCmarket. In the Unix client market, Product X is positioned competitively with respect toprice/performance.Business Case Financial Analysis ResultsThe incremental volume

44、s from PSE estimates generate an initial P&L with an NEBT of minus 20% forProduct X and Product X+. Additional incremental volumes of over 20,000 units are necessary to reach abreak-even NEBT for Product X. The P&L including volumes cannibalized from other PPS productsgenerates a P&L with an NEBT of

45、 positive 1%. Based on PSE estimates at this time, 72% of Product Xsvolumes are derived from other products (See figure 8.1a).Major RisksThere are no operating systems currently committed for the scheduled 6/95 GA date of Product X.Furthermore, the commitment of ISVs to provide SMP enabled applicati

46、on software specifically for clientsis uncertain.RecommendationsThe PDT recommends a no go decision for 6/95. The team makes this recommendation based on thefollowing issues: Product X is a high technical risk for 6/95, the “best case” business case is negative 20%NEBT, there is lack of O/S and appl

47、ication support, and Product X provides very little incrementalvolumes.The PDT would like to explore a 10/95 availability. The team makes this recommendation based on thefollowing changes in 10/95: Product X will be a low technical risk, SMP O/S will be available, there willbe more time to work with

48、 ISVs to pursue additional markets - which may increase volumes, and thebusiness case should be re-evaluated. This is contingent upon the IPMT commissioning additionalresources to investigate ISV commitment to having applications available in 10/95.IDTask NameResource Names0HUAWEI IPD Concept Phase

49、WBS Project Plan1Develop Project Charter (IPMT-05)2Identify Project ObjectivesIPMT3Describe Market Segment PortfolioIPMT4Describe Geographical Market AssumptionsIPMT5Describe High Level Customer RequirementsIPMT6Describe Initial Architecture AssumptionsIPMT7Describe Initial Standards AssumptionsIPMT

50、8Describe Initial CBB/Reuse ObjectivesIPMT9Define Initial Quality (RAS) ObjectivesIPMT10Define Initial Warranty ObjectivesIPMT11Form Core PDT Team (IPMT-10)12Identify and Assign PDT LeaderIPMT13Identify and Assign PDT Members to ProjectIPMTBusinessCaseDevelop through GA Detailed Project PlanD e sign

51、 S p ecification s T op ics C om m on to b oth H ard w ar e an d S oftw ar e O ffer in gs U sability:D escribe th e u ser interfaces, offering interfaces, fun ction s, an d oth er attributes of th e offering th at provide th e en d u sers w ith th efacilities th ey n eed to do th e tasks described i

52、n th e C on cept P h ase D esign R equ irem ents docum ent. T h e follow ing sh ould becov ered: D escribe h ow each m ajor task can be perform ed by th e inten ded u ser.D escribe th e su b-tasks th at n eed to be perform ed in order to accom plish th e m ajor tasks. D escribe h ow related m ajor t

53、asks or clu sters of tasks can be accom plish ed in sequ en ce. Identify h ow th e offering is desig n ed to be learn ed an d u sed by th e inten ded u sers: D escribe m eth ods of design , su ch as m enu s, g raphics, differing lev els of h elp, consisten cy, control an d layout. D escribe h ow aid

54、s, su ch as pu blications, tem plates, edu cation, h otlin e, etc., w ill be provided an d th e percentag e of u sersw ho w ill av ail th em selves of th em (in clu de integ rated onlin e in form ation , R E A D M E s, W eb -based, S m artG uides, w iz ards,onlin e h elps an d tutorials, m u ltim ed

55、ia, an d h ardcopy printed in form ation).D escribe oth er m ean s of m aking th e offering satisfy th e design requirem ents.Iden tify any field surv ey w ork to be com pleted, or ex perim en ts an d sim ulation s to be perform ed, in order to ev alu ate th ehum an factors ch aracteristics of th e

56、offering. S um m ariz e th e pertin ent results of th e hum an factors ex perim ents dealing w ith th e ch aracteristics of th e offering or w ithu sability m easu rem en ts.G lobaliz ation:Inclu de g lobaliz ation con sideration s in su ch areas as pow er, key boards, acou stics, com m u nication s

57、, n ation al langu ag esu pport (N L S ), code pag e su pport, n om en clature, produ ct safety , h om olog ation , hum an factors, etc.D iscu ss th e offering s g lobaliz ation objectiv es, th e en abling plan , th e im plem entation plan (in clu ding its n ation al langu ag efu nction s an d th e

58、langu ag es to be su pported, an d th e plann ed g en eral av ailability date for each langu ag e v ersion ).D iscu ss an y agreed u pon deviation s from th e globaliz ation requirem ents, deviation s from global stan dards, etc.M ig ration / C oex isten ce:P rovide m arket requ irem ents an d offer

59、ing con tent in form ation in order to iden tify fun ction s requ ired to satisfy m igrationan d coexisten ce.Inclu de a description of agreem ents an d issu es. A ny in com patibilities or conv ersion aids kn ow n to th e dev eloper shou ld be identified h ere. A lso describe an y program fu n ctio

60、n s th at are deleted or n o long er su pported in this plann ed release.Design SpecificationsEphemeris Datafrom SatelliteLocationDataAccess CodeLocationIdent. CodesLocationIdent. CodeRCV. SAT. SIGSEXTRACT:DOPPLEREPHEMERISCOMPUTELOCATIONTRANSMITTOSATELLITEPILOTS ELUStableNav. Sig.from SatelliteStore