PIM产品开发流程管理文档讲课讲稿.docx

PIM产品开发流程管理文档讲课讲稿.docx

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PIM产品开发流程管理文档讲课讲稿

二、大学生DIY手工艺制品消费分析

（4）牌子响

虽然调查显示我们的创意计划有很大的发展空间，但是各种如“漂亮女生”和“碧芝”等连锁饰品店在不久的将来将对我们的创意小屋会产生很大的威胁。

创业首先要有“风险意识”，要能承受住风险和失败。

还要有责任感，要对公司、员工、投资者负责。

务实精神也必不可少，必须踏实做事；

是□否□

（一）大学生的消费购买能力分析

民族性手工艺品。

在饰品店里，墙上挂满了各式各样的小饰品，有最普通的玉制项链、珍珠手链，也有特别一点如景泰蓝的手机挂坠、中国结的耳坠，甚至还有具有浓郁的异域风情的藏族饰品。

标题：

上海发出通知为大学生就业—鼓励自主创业，灵活就业2004年3月17日

开了连锁店，最大的好处是让别人记住你。

“漂亮女生”一律采用湖蓝底色的装修风格，简洁、时尚、醒目。

“品牌效应”是商家梦寐以求的制胜法宝。

在上海，随着轨道交通的发展，地铁商铺应运而生，并且在重要的商业圈已经形成一定的气候，投资经营地铁商铺逐渐成为一大热门。

在人民广场地下“的美”购物中心，有一家DIY自制饰品店---“碧芝自制饰品店”。

ProductImplementationManual

Date

日期

Version

版本

Comments

备注

2017-10-09

1.0

RewriteofDocumentforSIS

Function

职位

Name

姓名

Date

日期

Signature

签名

Writtenby

拟定

Verifiedby

审核

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

MassProduction

D.R.5

C.K.R

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.R

O.RCheckList

D.R.0

D.R.0CheckList

D.R.1

D.R.1CheckList

D.R.2

D.R.2CheckList（includingP.I.R）

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

F.S.R

C.K.RtoD.R.3CheckList

F.S.RChecklist

D.R.4

D.R.4CheckList

D.R.5

D.R.5CheckList

D.R.6

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