PIM产品开发流程管理文档讲课讲稿Word文件下载.docx

PIM产品开发流程管理文档讲课讲稿Word文件下载.docx

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日期

Version

版本

Comments

备注

2017-10-09

1.0

RewriteofDocumentforSIS

Function

职位

Name

姓名

Signature

签名

Writtenby

拟定

Verifiedby

审核

Approvedby

批准

PIMlifecycle

1.PurposeandApplicationField

1.1Purpose

ThismanualdescribeshowtoimplementaprojectforthedevelopmentofaGlobalProductOffer:

-Theproduct

-Theaccessories

-Theendtoendsolutions

-Theservices

1.2ApplicationField

Thismanualappliestoallprojectscarriedoutin某forthepurposeofdefining,designing,constructingandtheproductbasicelementsofacommercialproposal.Themethoddescribedheremustbeadaptedtoeachprojectinlinewiththeconstrainspecifictotheproductofferinquestion.

2.Responsibility

ThePIMisaccompaniedbyaProjectDevelopmentPlan（PDP）undertheresponsibilityoftheProjectManagerandinkeepingwiththebasicprocedure;

inincludesinparticularanyadaptations/simplificationoftheprocedure.

Projectcoreteamresponsibility,see4.3

3.ReferenceDocument

None

4.Description

4.1ProjectLifeCycle

Thelifecycleofaprojectismadeupofthefollowingasshownintheattachedfigure:

-Lifecycleofaproduct

-Salescycleofaproductoffer

Postcommercialization（AfterSales）

Theimplementationofaprojectisbasedoncompliancewiththislifecycle,splitintophases.

Everyphase,exceptthelast,finisheswithanend-of-phasereviewcalled“adecisionreview”（DR）representingaformaldecision-makingprocess.Thefinalphase,calledthe“end-of-life”,isinitiatedbyadecisionreviewinwhichthephaseisplanned.

A“Phase”ischaracterizedbyaspecificobjectiveandresponsibilityfortheperformanceoftheactivitiesrequiredforthis“phase”tobecompletedinassignedtoa“ProjectManager”.

DRListDR

PHASES

DECISIONREVIEW

OpportunityStudy

O.R

OpportunityReview（KickOffReview）

FeasibilityStudy

D.R.0

FeasibilityReview

Specification

D.R.1

ProjectCommitmentReview

PrototypeDevelopment

T.S.R

ToolStartReview

M.I.R（*）

P.I.R

MockupIntegrationReview

PrototypeIntegrationReview

D.R.2

ProductPerformanceandProcessValidationReview

CommercialKick-off

C.K.R

CommercialKick-offReview

CommercialPreparation

D.R.3

CommercialLaunchReview

FirstShipment

F.S.R

FirstShipmentReview

ProductionRamp-up

D.R.4

ProductReleaseReview

MassProduction

EndofPhasekickoff

D.R.5

D.R.6

FullQualificationReview

EndofphaseKick-offReview

ChangetoEndoflifeReview

EndofLife

（*）:

Dependingonthecomplexityofradio/digitaldevelopment,theprojectteamcandecidetoskipthemockupdevelopmentphase.

4.2Projectorganizationandmanagement

4.2.1Definition

ThePIMisintendedtoapplytothedefinition,design,constructionandproductionofthebaseelementsofourcommercialoffer（product,accessories,end-to-endsolutionse.g.）.

-ProductsManaged

-Purchasedproducts（developedormanufacturedtospecificationsordocumentfiles）.

-Compatibilitywithservicesprovideroffer,PCorPDAoffer

ThefollowinggeneralobjectivesvalidatedatDR1,arethereferencefortheproject.

-Schedule（decisionreviews…）

-Quality（FPY,returnrate…）

-Quantity（Rampup,productioncapacity…）

-Cost（FCP,budget…）

-ProductCharacteristics（Marketingspecifications,ordersanddeliveriesprocess,…）

-ProductWarranty（Duration,responsibility,…）

-Liabilities

-SupplyChain（Rules,ordersanddeliveriesprocess,…）

TheyareallmentionedinPDP.

Incaseofpartnersand/orsubcontractors,bothwillagree.

4.2.2ProjectStructure

Projectsareorganizedintophases.EachphaseendswithaDecisionReview.

Phase

Eachphasehasaspecificobjectivewithdedicatedactivities.Ittransformsspecificinputsintooutputs.

Responsibilityfortheperformanceoftheactivitiesrequiredforaphasetobecompletedisassignedtotheprojectmanager.

Adecisionreviewisperformedattheendofeachphaseinordertovalidatetheoutputsandtoacknowledgethetransitiontothenextphase.

See:

PIMchecklist:

O.RCheckList

D.R.0CheckList

D.R.1CheckList

D.R.2CheckList（includingP.I.R）

C.K.R./D.R.3

C.K.RtoD.R.3CheckList

F.S.RChecklist

D.R.4CheckList

D.R.5CheckList

D.R.6CheckList

ProjectDevelopmentPlan

TheconditionsforapplyingtheprojectperformancemethodologytoagivencasearedefinedintheProjectDevelopmentPlandrawnupbytheprojectmanagerforDR1.

4.2.3DecisiontoCreateAProject

Theconceptofaprojectisinseparableformthecompany’scommitmenttoinvesttheresource（human,materialandfinancial）neededtoenlargeitsrange.

AprojectisundertakenfollowingaDecisionReviewcalled“KickoffReview”or“OR-OpportunityReview”.

Theprocessofdefiningtheprojectandsettinguptheprojectteamandtheassociatedbudgetisagradualoneinvolvingphasesofmarketinganalysisandspecification.

AbudgetlineisstartedattheOR.

Thecompany’scommitmenttocarryoutaprojectismadeofficialbyaDecisionReviewcalledthe“ProjectCommitmentReview”or“DR1”.

4.2.4BuildingTheProjectTeam

TheProjectCoreTeamisappointed（partialorcomplete）:

-TopreparetheO.R（OpportunityReview）.

AttheO.R,appointmentofapartialorcompleteProjectCoreTeamtoprepareandpresenttheDR0.

（Includingthedevelopmentoftechnologicalbricks,ifneeded）.

-TherequestedresourcestopreparetheDR0mustbedefinedandscheduled.

Atlease,theProjectCoreTeamdedicatedtoaProjectisappointedattheDR0.

（*）Ifneeded:

Majortechnologicalgaps（ex:

newreferencedesign,newproductconcept,newtechno:

HWD/SWD）

Accordingtoprojectrequirements,theprojectteamismadeupofpermanentorassignedmembers,andexpertsmaybeco-optedtomeetspecificneeds.Ifgenerallycomprises:

ProjectManager

PJM

ProductManager

PDM

TechnicalProjectManager

TPM

IndustrialProjectManager

IPM

PurchasingProjectManager

PPM

QualityProjectManager

QPM

CustomerServiceProjectManager

CPM

OperationProjectManager

OPM（*）

SoftwareProjectManager

SPM

HardwareProjectManager

HPM

MechanicalProjectManager

MPM

ValidationProjectManager

VPM（*）

OPM&

VPMexistonlyforWNVbrandproject.（seeAppendixIProjectcoreteamorganizationchart）.

4.2.5ProjectScopeChangeControl

ForDR1onwards,anychangeaffectingthedefinitionoftheproductand/oralterationsofcharacteristics,forwhateverreason,aresubjecttoaspecificprocess

ECR/ECN-Productchangemanagementprocedure

4.2.6AllocationAndConsolidation（ResourcesAndBudget）

TheresourcesandexpenditurepriortoDR1areallocatedattheOR,andreviewedatDR0bytheBUdirector.

ThefinalbudgetallocatedtoaprojectisvalidatedatDR1.ItmustcomprisethephasesfromDR1toDR5.

Asregardsofthededicatedtooling,commitmentsareauthorizedattheToolStart,apartfromafewexceptions（cfsectionabove）

ThisbudgethastobeconsolidatedbottomupbytheBUdirector.

Withinthelimitsofthebudgetallocations,theProjectManagerisresponsibleforhowresourcesandexpenditurearecommitted.

Budgetapprovalwillbereleasedandre-approvalperiodicallyandminimumateachDesignreview.Incaseofpartnersand/orsubcontractors,bothwillagree.

4.2.7SchedulingAndProgressFollow-up

ThegeneralschedulevalidatedatDR1,isthereferenceschedulefortheproject.Incaseofpartnersand/orsubcontractors,bothwillagree.

Ongoingconsolidationandadjustmentofthegeneralscheduletakeplaceduringtheweeklyorbi-monthlyprojectprogressmeetingsheadedbytheProjectManager.Allthesemeetingsarerecordedandupdatedactionpointandriskfollow-uplistsaredrawnup.

Aformal,concise,relevantprogressreporttothedirectorsismadeonamonthlybasis,fromDR0toDR5.Themainobjectiveistoreportcritical/majorrisks.Thepresentationcontainsthefollowingitems:

-Highlightsforthepreviousmonth

-ProjectsRisksTOP5onglobalproductoffer

-OtherProjectsRisks/mainproblems（ifnecessary,otherwiseinthereport）

-Q/C/TProjectIndicators（Planning,Budget,FPC,Quality）

-MainDecisionstakenthepreviousmonthortotakeduringthepresentation.ifnecessary

-Otherindicators（ifnecessary,otherwiseinthereport）

-Highlightsforthecurrentmonth

Aformalprogressreportisrecordedandsenttothemanagementaccordingtothediffusionlistwithinparticularthesynthesisofactionsanddecisionstakenduringthereview.

Inaddition,everyDRwillbefollowedbyadebriefingbytheprojectteam,forallteamsinvolvedinthephasesoftheproject,possiblywiththeinvolvementofthedirectors.

MonitoringisalsodonebyALLmembersoftheteamwithaweeklyorby-monthlyprogressreportandlistofactionpoint.

4.3MissionsSheet

MissionsofProductProjectTeam’sMembers

4.3.1ProjectManager（PJM）

TheprojectmanagerisresponsibleforachievingthecommitmentsvalidatedatDR1.Heactsasarbiter