IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程

IPD——集成產(chǎn)品開發(fā)（IntegratedProductDevelopment）弘佳機(jī)電（2010年3月·深圳）IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第1頁。內(nèi)容提要一、為什么要IPD？二、IPD是什么？三、IPD管理體系下的決策模式四、IPD管理體系下的產(chǎn)品開發(fā)五、跨部門團(tuán)隊(duì)的績效如何考核？六、IPD如何實(shí)施？七、問題研討4IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第2頁。IPD是什么？

IPD——IntegratedProductDevelopment（集成產(chǎn)品開發(fā)）是一套關(guān)于產(chǎn)品開發(fā)的先進(jìn)思想、成熟模式和科學(xué)方法于一體的管理體系。5IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第3頁。市場(chǎng)劃分的吸引力}Rqireeuddaoteelxect+Bst-in-ClassfDteptadPtaeD'sPta)lalrIPD框架FullDevMfgMktProcSWFinSvc市場(chǎng)信息市場(chǎng)管理集成組合管理團(tuán)隊(duì)（IPMT）跨部門的團(tuán)隊(duì)客戶反饋競爭對(duì)手信息技術(shù)趨勢(shì)理解市場(chǎng)市場(chǎng)細(xì)分

制定市組合分場(chǎng)細(xì)分 析策略及 計(jì)劃調(diào)整&優(yōu)化業(yè)務(wù)計(jì) 劃管理市場(chǎng)細(xì)分并評(píng)估績效項(xiàng)目和管道管理

125%Over-Aditionl

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100% 85%Wdg Functiona EcellenceHadoun

產(chǎn)品組合成功的產(chǎn)品優(yōu)化投資

+產(chǎn)品路標(biāo)規(guī)劃 候選項(xiàng)目IPD

概念計(jì)劃開發(fā)驗(yàn)證發(fā)布生命周期%oirecDvelomenLoing

rojec Loding

Onivision rojecLoding資源平衡$-價(jià)格A-可獲得性P-包裝P-性能--

方案的競爭位置+結(jié)構(gòu)化流程E-易用性A-保證L-生命周期成本S-社會(huì)接受程度組合分析產(chǎn)品開發(fā)團(tuán)隊(duì)（PDT）

Platforms

衡量標(biāo)準(zhǔn)InnovationCycleTime

Cash Fow(+

TimetoMarketApplicationsIntegratedOfferingsToTbCshFow(-)TTsTimeTimetoProfit客戶$APPEALSSubsystem1SubsystemNPlatformsDefn

12Mo獲利時(shí)間GA

HWElements Subsystems SWElementsHardware TechnologySoftware

共享開發(fā)/通用零件

異步層

6IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第4頁。IPD七大要素流程重組

跨部門團(tuán)隊(duì) 結(jié)構(gòu)化流程項(xiàng)目和管道管理客戶需求分析優(yōu)化投資組合

市場(chǎng)管理產(chǎn)品

異步開發(fā)公共基礎(chǔ)模塊

產(chǎn)品重組7IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第5頁。客戶需求分析（1）不就是與客戶吃飯嗎？有空給我講一講客戶需求分析。AvailabilityPackagingPerformance

$PriceSocialAcceptance

Easeof UseAssurances

LifeCycle客戶需求分析是指從產(chǎn)品的價(jià)格、可獲得性、包裝、性能、易用性、保證性、生命周期成本和社會(huì)接受程度八個(gè)方面（即$APPEALS）來了解客戶對(duì)產(chǎn)品的需求，并依此與業(yè)界主要對(duì)手進(jìn)行對(duì)比分析，確定細(xì)分市場(chǎng)的產(chǎn)品需求定位和 競爭策略。

8IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第6頁?？蛻粜枨蠓治觯?）$APPEALS是客戶的購買行為標(biāo)準(zhǔn)，以此了解我們所提供的服務(wù)/解決方案/產(chǎn)品的競爭力。

P包裝

視覺評(píng)估/捆綁客戶$APPEALS

A可獲得性客戶整個(gè)購買經(jīng)歷，包 括他們購買的渠道可獲得性

wt:.031

包裝wt:.094

性能wt:.252

P性能需要什么樣的功 能和性能？

$價(jià)格客戶希望為他們尋求的

價(jià)格wt:.172

易用wt:.079

E易用易用性的構(gòu)成，象 安裝、管理等。價(jià)值支付多少錢？社會(huì)接受程度

wt:.053

保證wt:.289S社會(huì)接受程度

什么“形象”可以促進(jìn)客 戶購買我們的產(chǎn)品？客戶 是如何獲得這些信息的？

生命周期成本

wt:.030L生命周期成本

什么樣的生命周期成本 考慮影響客戶購買產(chǎn) 品？

A保證由整個(gè)產(chǎn)品/服務(wù)所 提供9IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第7頁。市場(chǎng)劃分的吸引力-優(yōu)化投資組合（1）投資組合分析投資組合分析就是根據(jù)確定花錢誰不會(huì)你也講一講 吧。的市場(chǎng)機(jī)會(huì)、對(duì)企業(yè)能力的評(píng)估結(jié)果來確定業(yè)務(wù)策略，進(jìn)而確定產(chǎn)品開發(fā)的投資。+

+-方案的競爭位置+10IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第8頁。優(yōu)化投資組合（2）高低

獲取技能避免/退出

增長/投資收獲/重新細(xì) 分細(xì)分市場(chǎng)

行動(dòng)避免/退出增長/投資獲取技能 收獲/重新細(xì)分低競爭地位高市場(chǎng)吸引力：市場(chǎng)規(guī)模、增長率、潛在利潤和對(duì)產(chǎn)品線的戰(zhàn)略意義競爭地位：產(chǎn)品線差異化能力和保持成本/資產(chǎn)優(yōu)勢(shì)的能力

11IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第9頁?？绮块T團(tuán)隊(duì)（1）跨部門團(tuán)隊(duì)是指由市場(chǎng)、開發(fā)、測(cè)試、IPD中的跨部門團(tuán)隊(duì)是什么意思？

生產(chǎn)、技術(shù)支援、采購、財(cái)務(wù)等不同部 門人員組成的團(tuán)隊(duì)，每個(gè)部門在團(tuán)隊(duì)中只有一個(gè)代表。IPD中的跨部門團(tuán)隊(duì)有兩 種，即IPMT和PDT。IPMT集成產(chǎn)品管理團(tuán)隊(duì)授權(quán) 匯報(bào)PDT產(chǎn)品開發(fā)團(tuán)隊(duì)12IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第10頁?？绮块T團(tuán)隊(duì)（2）

PDT是一個(gè)虛擬的、跨部門的團(tuán)隊(duì)，由

PDT經(jīng)理、PDT成員、擴(kuò)展組三個(gè)層次PDT（產(chǎn)品開發(fā)團(tuán)隊(duì)）是如何組成的？組成。PDT成員分別來自不同的功能部門，每個(gè)部門只有一個(gè)代表。

擴(kuò)展組成員客服開發(fā)測(cè)試經(jīng)理結(jié)構(gòu)經(jīng)理

市場(chǎng)財(cái)務(wù)

項(xiàng)目 經(jīng)理中試制造采購質(zhì)量資料經(jīng)理開發(fā) 代表

UCD

SE

軟件經(jīng)理硬件經(jīng)理13IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第11頁。跨部門團(tuán)隊(duì)（3）?IPMT–IntegratedPortfolio/ProductManagementTeam14IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第12頁。結(jié)構(gòu)化流程你知道結(jié)構(gòu)化流程的主要特征嗎？又是鎖在柜子里的那一套！？結(jié)構(gòu)化流程的主要特征是有明確劃分的階段和以業(yè)務(wù)為主的決策評(píng)審點(diǎn)。IPD流程劃分為概念、計(jì)劃、開發(fā)、驗(yàn)證、發(fā)布、生命周期六個(gè)階段。概念決策評(píng)審 點(diǎn)計(jì)劃決策評(píng)審 點(diǎn)發(fā)布決策評(píng)審 點(diǎn)壽命終止決策評(píng)審點(diǎn)概念計(jì)劃開發(fā)驗(yàn)證發(fā)布生命周期15IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第13頁。1623457891011項(xiàng)目產(chǎn)品線A22141516171819202123242526管道管理（1）將A公司的109個(gè)項(xiàng)目在一個(gè)時(shí)間框架內(nèi)展示后，看起來象一串“糖葫蘆”，而非一個(gè)三年期的版本交錯(cuò)發(fā)布模式圖。從圖上可見：在“糖葫蘆”處存在資源需求高峰，而在左右兩端存在資源空閑狀態(tài)。 哎！計(jì)劃如此短線，今年過完任務(wù)名1996Q1Q2Q3Q41997Q1Q2Q3Q41998Q1Q2Q3Q41999Q1Q2Q3Q42000Q1Q2Q3

了，不知明年做什么；項(xiàng)目又1213

都擠在一起，該怎么辦？2728產(chǎn)品線B1234567891011121314151617產(chǎn)品線C1234產(chǎn)品線D12345678910111213141516產(chǎn)品線E12345678910111213141516171819產(chǎn)品線F123456789101112131415161718192021

16IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第14頁。管道管理（2）管道管理做些什么事情？ 管道管理是指結(jié)合業(yè)務(wù)策略，對(duì)比分 析核心業(yè)務(wù)和非核心業(yè)務(wù)，實(shí)現(xiàn)開發(fā) 項(xiàng)目的優(yōu)先排序和所有資源的動(dòng)態(tài)平 衡，最終使投資效益最佳。

17IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第15頁。管道管理（3）如何解決糖葫蘆的問題？概念計(jì)劃開發(fā)與驗(yàn)證發(fā)布生命周期版本1概念計(jì)劃開發(fā)與驗(yàn)證發(fā)布生命周期版本2概念計(jì)劃開發(fā)與驗(yàn)證發(fā)布生命周期版本3概念計(jì)劃開發(fā)與驗(yàn)證發(fā)布生命周期版本4

18IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第16頁。各層間異步開發(fā)平臺(tái)策略體系結(jié)構(gòu)市場(chǎng)優(yōu)勢(shì)的產(chǎn)品或解決方案異步開發(fā)與CBB

共用構(gòu)建模塊（CBB，CommonBuildingBlock）是支撐異步開 發(fā)，提高產(chǎn)品開發(fā)質(zhì)量和進(jìn)度的有效策略，是實(shí)現(xiàn)“多快好省”開發(fā)的 關(guān)鍵！

平臺(tái)

客戶化設(shè)計(jì) 子系統(tǒng)1

子系統(tǒng)N

單元1

單元N硬件

產(chǎn)品或服務(wù) 平臺(tái)子系統(tǒng)技術(shù)軟件。。。 共享器件/共用零部件（CBB）

19IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第17頁。市場(chǎng)劃分的吸引力}Rqireeuddaoteelxect+Bst-in-ClassfDteptadPtaeD'sPta)lalr回顧（1）FullProcDevSWMfgFinMktSvc市場(chǎng)信息市場(chǎng)管理集成組合管理團(tuán)隊(duì)（IPMT）跨部門的團(tuán)隊(duì)客戶反饋競爭對(duì)手信息技術(shù)趨勢(shì)理解市場(chǎng)市場(chǎng)細(xì)分

制定市組合分場(chǎng)細(xì)分 析策略及 計(jì)劃調(diào)整&優(yōu)化業(yè)務(wù)計(jì) 劃管理市場(chǎng)細(xì)分并評(píng)估績效項(xiàng)目和管道管理

125%Over-Aditionl

Cmmitmen

100% 85%Wdg Functiona EcellenceHadoun

產(chǎn)品組合成功的產(chǎn)品優(yōu)化投資

+產(chǎn)品路標(biāo)規(guī)劃 候選項(xiàng)目IPD

概念計(jì)劃開發(fā)驗(yàn)證發(fā)布生命周期%oirecDvelomenLoing

rojec Loding

Onivision rojecLoding資源平衡$-價(jià)格A-可獲得性P-包裝P-性能--

方案的競爭位置+結(jié)構(gòu)化流程E-易用性A-保證L-生命周期成本S-社會(huì)接受程度組合分析產(chǎn)品開發(fā)團(tuán)隊(duì)（PDT）

Platforms

衡量標(biāo)準(zhǔn)InnovationCycleTime

Cash Fow(+

TimetoMarketApplicationsIntegratedOfferingsToTbCshFow(-)TTsTimeTimetoProfit客戶$APPEALSSubsystem1SubsystemNPlatformsDefn

12Mo獲利時(shí)間GA

HWElements Subsystems SWElementsHardware TechnologySoftware

共享開發(fā)/通用零件

異步層

20IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第18頁?；仡櫍?）流程重組

跨部門團(tuán)隊(duì) 結(jié)構(gòu)化流程項(xiàng)目和管道管理客戶需求分析優(yōu)化投資組合

市場(chǎng)管理產(chǎn)品

異步開發(fā)公共基礎(chǔ)模塊

產(chǎn)品重組21IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第19頁。IPD小電影22IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第20頁。內(nèi)容提要一、為什么要IPD？二、IPD是什么？三、IPD管理體系下的決策模式四、IPD管理體系下的產(chǎn)品開發(fā)五、跨部門團(tuán)隊(duì)的績效如何考核？六、IPD如何實(shí)施？七、問題研討23IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第21頁。決策是什么？?為什么要決策？–在商言商–$是賺不完的–資源是有限的–投資是有風(fēng)險(xiǎn)的?如何決策？–梭哈與三公24IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第22頁。25IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第23頁。誰負(fù)責(zé)決策？

PDT：產(chǎn)品開發(fā)團(tuán)隊(duì)秘書(公司)投資管理

委員會(huì)(IRB)秘書機(jī)構(gòu)：PMO(項(xiàng)目管理)、運(yùn)作支撐機(jī)構(gòu)市場(chǎng)財(cái)務(wù)研發(fā)中試制造采購銷售服務(wù)質(zhì)量

事業(yè)部集成產(chǎn)品/投資 管理團(tuán)隊(duì)(D-IPMT)秘書機(jī)構(gòu)

PDT PDT PDT

26IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第24頁。IPMT的職責(zé)IPMT是管理層團(tuán)隊(duì)

開發(fā)IPMT的職責(zé)：

由公司總經(jīng)理或事業(yè)部總經(jīng)理領(lǐng)導(dǎo)，對(duì)整個(gè)產(chǎn)品或產(chǎn)品線負(fù)損益責(zé)任市場(chǎng)IPMT主席采購

明確業(yè)務(wù)使命、愿景、目標(biāo)、戰(zhàn)略方向和投資組合優(yōu)先順序 選擇或取消細(xì)分市場(chǎng)技術(shù)支持制造財(cái)務(wù)建立產(chǎn)品投資標(biāo)準(zhǔn)并管理投資批準(zhǔn)產(chǎn)品線業(yè)務(wù)計(jì)劃、產(chǎn)品業(yè)務(wù)計(jì)劃授權(quán)PDT執(zhí)行決策評(píng)審的結(jié)果對(duì)PDT成員代表的功能領(lǐng)域提供指導(dǎo)承諾和提供資源和資金，以確保功能部門的產(chǎn)出在跨項(xiàng)目間安排資源管道的優(yōu)先分配順序在公司內(nèi)部處理從功能領(lǐng)域或外圍團(tuán)隊(duì)上報(bào)的問題支持產(chǎn)品開發(fā)流程改進(jìn)

27IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第25頁。決策什么？?決策分層–商業(yè)決策–技術(shù)評(píng)審?油門與剎車28IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第26頁。決策機(jī)制?個(gè)人決策還是團(tuán)隊(duì)決策？

–時(shí)間

–效率?決策原則

–民主還是權(quán)威？

–授權(quán)問題

–前期溝通?決策標(biāo)準(zhǔn)

29IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第27頁。決策支撐?PDT

–商業(yè)計(jì)劃書

–匯報(bào)材料?PMO（programmanagementoffice）

30IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第28頁。a休息

Haverest…

31IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第29頁。內(nèi)容提要一、為什么要IPD？二、IPD是什么？三、IPD管理體系下的決策模式四、IPD管理體系下的產(chǎn)品開發(fā)五、跨部門團(tuán)隊(duì)的績效如何考核？六、IPD如何實(shí)施？七、問題研討32IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第30頁。概念啟動(dòng)?構(gòu)建PDT–誰來寫概念啟動(dòng)的背景材料？–誰來確定PDT的資源？–誰來寫任務(wù)書？33IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第31頁。PDT的構(gòu)成硬件軟件結(jié)構(gòu)采購市場(chǎng)LPDT開發(fā)

測(cè)試資材質(zhì)量財(cái)務(wù)服務(wù)生產(chǎn)工藝34IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第32頁。IPD模式下如何做項(xiàng)目計(jì)劃？?整個(gè)產(chǎn)品開發(fā)流程中有幾次項(xiàng)目計(jì)劃？–概念階段（R0）WBS3/4級(jí)計(jì)劃–CDCP之前要完成WBS1/2級(jí)計(jì)劃–計(jì)劃階段（R1）WBS3/4級(jí)計(jì)劃–PDCP之前要完成開發(fā)階段以后WBS3/4級(jí)計(jì)劃–從開發(fā)階段開始直到產(chǎn)品上市，PDT對(duì)項(xiàng)目計(jì)劃實(shí)施滾動(dòng)管理35IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第33頁。制定項(xiàng)目計(jì)劃的時(shí)機(jī)36IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第34頁。BusinessProcessFunctionalProcessesPDTFormPlanCaseWBSLevel3/4GAIPMTReq'sinSpecsinConfiginMgmtBeginsTechChangeCtlReviewChangeCtlChangeCtlTechReviewTechReview6AlternativeConceptsAllocatePerformBuildandPerformPerform(InitialPerformInternalDvlp&TestTechnologyAlternativesBetaSupportPerformConceptualPlanDefineMarketTestingReq'sBetaSCT&allIPMTTransfertoMfgOperationsStopMfgDesignMfgShipESPProductsMonitorProductionRampupProductionTestEquipmentOrderEarlyPartsSelectSuppliers(Final)OrderProductionPartsAnnc.SupptPrepAnncPromoteOfferingMarketOutputMgmtMarkettfID012345678:1011129IPMTIPMTIPMTPDT如何使用這套流程體系？流程袖珍卡

概念階段細(xì)節(jié)展開Note:Notallroleslistedarepresent/performactivitiesIPD-AS-20000313-1PHASEIPMT/PDTDecisionCheckpointsPrepareProject&KeyMilestonesCharter

BusinessCaseDevelopment ProjectManagementFINANCECharter

CONCEPT

ConceptPDT Develop BusinessCaseDvlpProjectPlanWBSLevel1/2 DevelopInitialFinancialAssessment

HuaweiIntegratedProductDevelopmentPLANDEVELOPQUALIFY

Availability AvailDCP Contract Package RefineBusiness AssessLaunch ReadinessDvlpProjectPlan MonitorandManageProjectRefineFinancialPreparePricingAssessmentLetterLAUNCHAnncLessonsLearnedPackage

Deliverable/Update Checkpoint Milestone

LIFECYCLE

EndofLifeDissolvePDT&Form LMT LMT: PrepEOL LMT: MaintainOfferingSupportTakePricingActionsAssessP&LduringtheConceptPhase.TheroleslistedareshownforconsistencywiththeEndtoEndprocessNote:Assumesproductconceptisdefinedinthe charter.

IPMT

Note:EachactivityCharterDevelopProjectCharter(IPMT)DevelopProjectCharter(IPMT)

IPMT-05Multi-thread1.IdentifyProjectObjectives2.DescribeMarketSegmentPortfolio3.DescribeGeographicMarketAssumptions4.DescribeHighLevelCustomerRequirements5.DescribeInitialArchitectureAssumptions6.DescribeInitialStandardsAssumptions7.DescribeInitialCBB/ReuseObjectives8.DefineInitialQuality(RAS)Objectives9.DefineInitialWarrantyObjectivesNote:CommitmentsMade; ResourcesAssigned; EvaluateaSpecific Concept

Form PDT

IPMT-10

FormCorePDT TeamSys/AppsUsedFormCorePDTTeam

IPMT-10Multi-thread1.IdentifyandAssignPDTLeader2.IdentifyandAssignPDTMemberstoProjectFinishEnablingProcess: SkillsManagementIdentifyandAssignAdditionalResources

IPMT-15Multi-thread1.IdentifyandAssignUCDMemberstoPDT2.IdentifyandAssignSystemsEngineer3.IdentifyandAssignPOPFinishSYSTEMSENGINEERINGR&D ElectricalDevelopment SoftwareDevelopment MechanicalDevelopment IndustrialDesign/UCD Testing(includesQA/Reliability)Property/Capital

ECRelease

TechReviewTechReviewTechReview 12345PerformIntellectual MonitorandManageRequirements,SpecificationsandConfigurations Analysis DvlpOfferingDvlpSystem ReqsDesign&Spec Explore PerformPerform Partition&ElectHLElectLLDvlp&Test ElectHardware DesignDesign ReqtsBuildandTest PerformS/WDvlp&TestSubsystemsand S/WHL&Test LLDesignSoftwareSystems DesignSystems Provide(PrototypeUnits) MechHLMechLLProductionTest(Performance) Mechanicals DesignDesignUnits)Support DvlpUCDPerformIndustrial&PerformUCD IndustrialDesignErgonomicDesignEvaluations PerformPerform DvlpSystemsDvlp'Development'TestEquipment Test&CertPlanandSupportFunctionalTestingPerformUCDAudits

isacollaboration

LMTofMembers

PDTTeam-LeaderFinance-PDTCoreTeam Member10.TransmitProjectChartertoPDTLeaderFinish

ProjectCharter TemplateReceiveProjectCharter

LPDT-03Multi-thread1.ReceiveProjectCharterFromIPMT2.ReceiveMarketSegmentPortfolio3.ReceiveHighLevelCustomerRequirementsFinish

LMT PDTTeam-LeaderFinance-PDTCoreTeamMemberDefineProjectInfrastructure

LPDT-05Multi-thread1.InitiateInformationApplications/Databases2.ReceiveStandardProjectManagementTemplatesFinish

WBSProjectPlansInformationDevelopmentNationalLanguageSupport(NLS)DvlpInfoPlanDvlpTranslation PlanDevelopInformationPerformTranslationTestingB'mark Print,Ship,StockInformation PerformTVTR&D-PDTCoreTeam MemberR&D-PDTCoreTeamMemberTECHSUPPORT TechSupportMANUFACTURINGManufacturingOperations,PilotProduction,andAdvancedManufacturingEngineeringPROCUREMENTProcurementhMARKETINGMarketPlanning&OperationsCustomerTransition

IDServiceability Req's DvlpCust.Service SupportStrategy IDManufacturability Req's DvlpMfgStrategy PerformSupplier Analysis DvlpSales DefineForecast&MarketReq'sMarketing Strategy DvlpCustomer TransitionStrategy

DvlpCustomer ServiceSupport Plan DevelopMfgPlanDvlpSourcingPlanDevelopMarketingPlanDvlpCustTransitionPlan

ProduceInitialUnits DevelopManufacturingProcessPerformMfgProcessVerificationProcessDvlp'Manufacturing'NegotiateContracts PrepareforAnnouncement/RFA/Disclosure/Training

StopSupport Support PrepareforESPProvideOngoingCustomerPrepareCustomerService&SupportBetaSupportESPCustomers CustomerSupportSupport Testing ManageSupply/Demand MonitorSupplierPerformance TakePricingActions MonitorSales&Customers PerformMonthlyForecast OfferingEOLEOL PerformCustomerTransitionActivitiesTechnicalSupport-PDT CoreTeamMemberManufacturing-PDTCore TeamMemberProcurement-PDTCore TeamMemberTechnicalSupport-PDTCoreTeamMember Manufacturing-PDTCoreTeamMember Procurement-PDTCoreTeamMember模板FulfillmentDvlpFulfillment StrategyDevelopFulfillmentPlanPerformFulfillmentActivitiesSetuporderingenv.LoadchannelsEarlySupportProgram(ESP)DevelopESPApproachDevelopESPPlanPerformESPActivitiesSalesSupportDvlp SalesForecastMakeVolumeCommitsPrepareSalesForceStartSellingStopSellingMarketing-PDTCoreTeam MemberMarketing-PDTCoreTeamMemberManagementAnnc=AnnounceDvlp=DevelopHL=HighLevelMgm=ManagementSpecs=SpecificationsOutputAvail=AvailabilityB'mark=BenchmarkCert=CertificationConfig=ConfigurationCtl=ControlCust=CustomerElect=ElectricalEngrg=EngineeringEnv=EnvironmentEOL=EndOLifeESP=EarlySupportProgramGA=GeneralAvailabilityID=IdentifyInfo=InformationLL=LowLevelLMT=LifecycleManagementTeamMech=MechanicalsMfg=ManufacturingPrep=PreparationReq's=RequirementsRFA=RequestForAnnouncementP&L=ProfitandLossSCT=SystemCertificationTestSuppt=SupportS/W=SoftwareTech=TechnicalTVT=TranslationVerificationTestUCD=UserCenteredDesignWBS=WorkBreakdownStructurePocketCardMar13,2000

MarketManagement OutputSetupProjectEnvironmentMarketPOP-10RequirementsPOP-10Multi-threadPOP-ProjectOperations PersonAliahThink!StatementPOP-ProjectOperationsPerson

Setup ProjectEnvironment1.EstablishProj.No.forCharging/Tracking2.SetupPhysicalFacilities3.SecureHardware,SoftwareLicensesandITSupportSys/AppsUsedFinishSystemsEngineer

Note:IncludesQA/ ReliabilityElectricalEngineerSoftwareEngineerSystemsEngineerElectricalEngineerSoftwareEngineerPMToolsProjectEnvironment SetupChecklist任務(wù)1Template:ProjectCharterTemplateActivityID:IPMT-05DevelopProjectCharterProvideahighlevelsummaryoftheIPMTrequestforanewhardware,software,orservicesofferingincluding: -Thedefinedopportunity/offeringpositioning -Brandormarketsegment-Theprojectguidelinesrelativetotimingandinvestment任務(wù)2ProjectCharterTemplateisFormatedintothefollowingareas: Purpose: ProjectName LaunchtoMarket,IPDPhaseDCP OverviewDescriptionFinancePDTCoreTeamMember(FPDT)

TheFinancePDTmemberisthefocalpointforallfinancialsupportprocessesrequiredfortheoffering.Commitmentsaremadeonbehalfofallfinancefunctions.TheFinancePDTmemberprovidessupportforfinancialandlegalareaspertainingtothebusinesscase.Offeringfinancialassessments,pricing,businesscases,andlegalpositionissueresolutionareperformedinthisarea.TheFinancePDTmemberrepresentsbusinessplanning,pricing,accountsreceivable,legal,etc.TheresponsibilitiesoftheFinancePDTCoreTeamMemberduringtheConceptPhaseinclude: RefineandCommunicateHighLevel(WBS1)FinancialPlan(FPDT-10) RefineHighLevel(WBS)FinancialPlanTemplate IdentifyKeyFinancialEvents/Milestones DefineKeyDependencies/Assumptions DevelopWBSLevel2forProject(FPDT-20) RefineWBSLevel2FinancialTemplates CombineWBSLevel2forProject(FPDT-25) CombineWBSLevel2FinancialTemplates CreateOverallRiskAssessment(LPDT-23) IdentifyFinancialRisksandManagementPlans(FPDT) PerformInitialFinancialAssessment(FPDT-30) SizeHWBOMCostorCostofGoodsSold(COGS)(RDPDT) SizeDevelopmentCosts(RDPDT) SizeProductionCosts(MNFPDT) SizeCustomerFulfillmentCosts(MNFPDT) SizeCustomerService&SupportCosts(TSPDT) SizeMarketing,Sales,&TechSalesSupportCosts(MKTPDT)探索可選擇概念并提供可替換技術(shù)：協(xié)作產(chǎn)生多個(gè)概念并檢查每一個(gè)的優(yōu)缺點(diǎn)；選擇一個(gè)概念進(jìn)行進(jìn)一步的定義；提出并評(píng)估融TaskNameHUAWEIIPDConceptPhaseWBSProjectPlan

DevelopProjectCharter(IPMT-05)

IdentifyProjectObjectives DescribeMarketSegmentPortfolio DescribeGeographicalMarketAssumptions DescribeHighLevelCustomerRequirements DescribeInitialArchitectureAssumptionsResourceNamesIPMTIPMTIPMTIPMTIPMTSegment: CustomerNeedsSummary UseProfile MarketHistory Competition CompetitivenessofOffering StrategyObjectivePortfolioPositioning: ProductFamilyRoadmapProjectObjectives: PriceTargets UniqueProjectGuidelinesSizeLanguageTranslationCosts(RDPDT)SizeCompetitiveCostPosition(RDPDT)DevelopInitialForecastAssumptions(S)EstablishPricingTargets(FPDT)DefineBusinessModel/CriticalAssumptions(FPDT)ValidateInitialTargetMarkets/Prices(MKTPDT)入概念的產(chǎn)品、元器件、制造工藝等的多種技術(shù)選擇；研究外部DescribeInitialStandardsAssumptionsDescribeInitialCBB/ReuseObjectivesIPMTIPMTTeamPDTMemberNames

Assess/VerifyCurrentYearFundingAvailability(FPDT) DevelopInitialBusinessCase/P&L(FPDT) MakeConceptDCPDecision(IPMT-20) PerformConceptPhaseCloseout PerformFormalPhaseExit(LPDT) Update/CloseInformationApplications/Databases(LPDT) Adjust/ReleaseFunding(FPDT)角色和職責(zé)

的產(chǎn)品、元器件和工藝任務(wù)描述

DefineInitialQuality(RAS)Objectives DefineInitialWarrantyObjectives

FormCorePDTTeam(IPMT-10)

IdentifyandAssignPDTLeader13 IdentifyandAssignPDTMemberstoProject項(xiàng)目計(jì)劃IPMT模板#37IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第35頁。各階段流程的主要業(yè)務(wù)回顧C(jī)DCPPDCPADCPLDCPGA

概念TR1計(jì)劃

TR2

開發(fā)TR3TR4驗(yàn)證TR5發(fā)布生命周期概念計(jì)劃開發(fā)驗(yàn)證發(fā)布生命周期TR1：產(chǎn)品需求和概念評(píng)審TR2：產(chǎn)品規(guī)格與概要設(shè)計(jì)評(píng)審TR4：工程樣機(jī)評(píng)審TR5：轉(zhuǎn)產(chǎn)評(píng)審TR3：詳細(xì)設(shè)計(jì)評(píng)審

38IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第36頁。TR注意事項(xiàng)?TR是誰的責(zé)任？–技術(shù)專家的作用–PDT被充分授權(quán)?TR的最終決策者是誰？?TR標(biāo)準(zhǔn)的裁剪問題?TR分層與自檢準(zhǔn)備39IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第37頁。TR體系三層架構(gòu)子過程TR3關(guān)聯(lián)TR4關(guān)聯(lián)TR5關(guān)聯(lián)子過程子過程子過程開始開始開結(jié)束結(jié)結(jié)束始TRn

束IPDTR評(píng)審會(huì)子評(píng)審內(nèi)部評(píng)審子過程活動(dòng) 配合關(guān)系40IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第38頁。內(nèi)容提要一、為什么要IPD？二、IPD是什么？三、IPD管理體系下的決策模式四、IPD管理體系下的產(chǎn)品開發(fā)五、跨部門團(tuán)隊(duì)的績效如何考核？六、IPD如何實(shí)施？七、問題研討41IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第39頁。PDT核心成員定位核心小組的職能專家核心代表LPDT解決問題在設(shè)計(jì)和項(xiàng)目決策時(shí)代表職能部門共同負(fù)責(zé)小組的最終結(jié)果對(duì)計(jì)劃、預(yù)算、關(guān)鍵問題等的進(jìn)展情況進(jìn)行匯報(bào)擴(kuò)展組成員

職

對(duì)職能部門的交付負(fù)責(zé)與職能部門的溝通核心代表能部向職能部門經(jīng)理匯報(bào)項(xiàng)目情況應(yīng)用職能部門的策略、工具和標(biāo)準(zhǔn)門

協(xié)同擴(kuò)展小組的活動(dòng)

擴(kuò)展組成員管理職能部門的項(xiàng)目計(jì)劃和預(yù)算負(fù)責(zé)PDT與職能部門間的信息交換在職能部門內(nèi)對(duì)設(shè)計(jì)/項(xiàng)目進(jìn)行評(píng)審42IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第40頁。職能部門主管定位提供技術(shù)領(lǐng)導(dǎo)

定義職能部門的策略、指導(dǎo)原則、工具和標(biāo)準(zhǔn)職能部門項(xiàng) 目 項(xiàng)目1

項(xiàng)目2

項(xiàng)目3

協(xié)調(diào)跨項(xiàng)目的技術(shù)合作 制定并維護(hù)支撐產(chǎn)品開發(fā)流程的指導(dǎo)方針發(fā)展并管理職能部門

建立優(yōu)異的職能部門團(tuán)隊(duì) 執(zhí)行職能部門預(yù)算 雇傭/解雇、培訓(xùn)員工及對(duì)員工進(jìn)行績效考評(píng) 領(lǐng)導(dǎo)職能部門項(xiàng)目支持PDT工作

確定參與項(xiàng)目開發(fā)的人員及資源 參與產(chǎn)品開發(fā)過程中的相關(guān)評(píng)審43IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第41頁。資源線與產(chǎn)品線的關(guān)系?矩陣運(yùn)作

–產(chǎn)品線用人

–資源線培養(yǎng)人?養(yǎng)兵與調(diào)兵

44IPD-集成產(chǎn)品開發(fā)培訓(xùn)教程全文共58頁，當(dāng)前為第42頁。矩陣運(yùn)作模式