DR2
DR4
Qualificationphase
DR5
DR6
1.PurposeandApplicationField
1.1Purpose
TinsmanualdescnbeshowtoimplementaprojectfortliedevelopmentofaGlobalProductOffer:
・Theproduct
・Theaccessories
・Theendtoendsolutions
・Theservices
1.2App丘cationField
Thismanualappliestoallprojectsearnedoutin某forthepurposeofdefining,designing》constructingandtlieproductbasicelementsofacommercialproposal.Tliemethoddescribedheremustbeadaptedtoeachprojectinlinewitlitlieconstrainspecifictotheproductoffermquestion.
2.Responsibility
ThePIMisaccompaniedbyaProjectDevelopmentPlan（PDP）vuidertheresponsibilityoftheProjectManagerandinkeepmgwithtliebasicprocedure;mmcludesinparticularanyadaptations/simplificationoftheprocedure.
Projectcoreteamresponsibility^see4.3
3.ReferenceDocument
None
4.Description
4.1ProjectLifeCycle
Tlielifecycleofaprojectismadeupofthefollowingasshownintheattachedfigure:
・Lifecycleofaproduct
・Salescycleofaproductoffer
Postcommeicialization（AfterSales）
TheHnplementationofaprojectisbasedoncompliancewitlitinsLifecycle,splitmtophases.
Everyphase,excepttlielast,finisheswithanend-of・phaserevie^'called"adecisionreview^（DR）represendiigaformaldecision-makingprocess.Thefilialphase,calledthe"end-of-life'；isundatedbyadecisionreviewinwhichthepliaseisplanned.
A"Phase"ischaracterizedbyaspecificobjectiveandresponsibilityfortlieperformanceoftheactivitiesrequiredfortins"phase"tobecompletedinassignedtoa"ProjectManagei^.
DRListDR
PHASESDECISIONREVIEW
OpportunityStudy
OR
OpportunityReview（KickOffReview）
FeasibilityStudy
J•
D.R.0
FeasibilityRex-iew
•
Specification
D.R1
ProjectCommitmentReview
PrototypeDevelopment
T.S.R
ToolStartReview
MIR（*）
MockupIntegiationReview
P.I.R
PrototypeIntegrationRe^dew
D.R.2
ProductPerformanceandProcessUdationRe^dew
CommercialKick-off
CKR
CommercialKick-offReview
CommercialPrepaiation
D.R.3
CommercialLaunchReview
FirstShipment
F.S.R
FirstSlupmentReview
ProductionRamp-up
D.R.4
ProductReleaseReview
MassProduction
D.R.5
FullQualificationReview
EndofPhasekickoff
C.K.R
EndofphaseKick-offRenew
MassProduction
D.R.6
ChangetoEndoflifeReview
EndofLife
（*）:
Dependuigontliecomplexityofradio/digitaldevelopment,theprojectteamcandecidetoskipthemockupdevelopmentphase.
4.2Projectorganizationandmanagement
4.2.1Definition
ThePI'IisHitendedtoapplytothedefinition,design,constructionandproductionofthebaseelementsofourcommercialoffer（product,accessories,end・to-endsolutionse.g.）.
・ProductsManaged
・Purchasedproducts（developedormanufacturedtospecificationsordocumentfiles）.
・Compatibility*withsendeesprovideroffer,PCorPDAoffer
ThefollowuiggeneralobjectivesvalidatedatDR1,arethereferencefortheproject.
・Schedule
-Quality
・Quantity*
-Cost
（decisionreviews...）
（FPY,reminrate...）
（Rampup,productioncapacity...）
（FCP,budget...）
・ProductCharacteristics（Marketuigspecifications,ordersanddeliveriesprocess,...）
-ProductVTaimntv
-Liabilities
（Duration,responsibility,...）
・SupplyCham
（Rules,ordersanddelivenesprocess,...）
TheyareallmentionedinPDP.
Incaseofpaiuiersand/orsubcontractors,bothwillagree.
4.2.2ProjectStructure
Projectsareorganizedintophases.EachphaseendswithaDecisionReview.
Phase
Eachphasehasaspecificobjectivewitlidedicatedactivities.Ittransformsspecificmputsmtooutputs.
Responsibilityfortheperformanceoftheactivitiesrequiredforaphasetobecompletedisassignedtotheprojectmanagei.
Adecisionreviewisperformedattlieendofeachphasemordertovalidatetheoutputsandtoacknowledgethetransitiontotlienextphase.
See:
PIMchecklist:
OR
ORCheckList
DRO
D.R.0CheckList
DR1
D.R.1CheckList
D.R.2
D.R.2CheckList（includingP.I.R）
C.K.R./D.R.3
C.K..RtoD.R.3CheckList
F.S.R
F.S.RChecklist
D.R.4
D.R.4CheckList
D.R5
D.R.5CheckList
D.R6
D.R.6CheckList
ProjectDevelopmentPlan
TheconditionsforapplyingtlieprojectperformancemethodologytoagivencasearedefinedmtheProjectDevelopmentPlandrawnupbytheprojectmanagerforDR1
4.2.3DecisiontoCreateAProject
Theconceptofaprojectismseparableformthecompany'scommitmenttoinvesttlieresource（human,materialandfinancial）neededtoenlargeitsrange.
AprojectisundertakenfollowingaDecisionReviewcalled"KickoffReview"or"OR-OpportumtyReview^.
Theprocessofdefiningtlieprojectandsettuiguptheprojectteamandtheassociatedbudgetisagradualoneinvolvingphasesofmarketinganalysisandspecification.
AbudgetlineisstartedattheOR.
Thecompany'scommitmenttoearn*outaprojectismadeofficialbyaDecisionReview7calledtlie"ProjectCommitmentRexeWor"DR1".
4.2.4BuildingTheProjectTeam
TheProjectCoreTeamisappomted（partialorcomplete）:
・TopreparetheOR（OpportunityRetiexv）.
AttlieOR,appomtmentofapartialoicompleteProjectCoreTeamtoprepareandpresenttheDRO.
（InclucUiigthedevelopmentofteclmologicalbucks,ifneeded）.
・TherequestedresourcestopreparetheDROmustbedefinedandscheduled.
Atlease,tlieProjectCoreTeamdedicatedtoaProjectisappomtedattlieDRO.
（*）Ifneeded:
Majorteclmologicalgaps（ex:
newreferencedesign,newproductconcept,newteclmo:
HWD/SUD）
Accordmgtoprojectreqiurements,tlieprojectteamismadeupofpermanentorassignedmembers,andexpertsmaybeco-optedtomeetspecificneeds.Ifgenerallycomprises:
ProjectManager
PJM
ProductManager
PDM
TechnicalProjectManager
TPM
IndustrialProjectManager
IPM
PurchasingProjectManager
PPM
QualityProjectManager
QPM
CustomerServiceProjectManager
CPM
OperationProjectManager
OPM（*）
SoftwareProjectManager
SPM
HardwareProjectManager
HPM
MechanicalProjectManager
\TalidationProjectManager
OPM&VP'IexistonlyforVCNVbrandproject,（seeAppendixIProjectcoreteamorgaiuzationchart）.
4.2.5ProjectScopeChangeControl
ForDR1onwards,anychangeaffectingthedefiiutionoftheproductand/oralterationsofchaiactenstics,forwhateverreason,aresubjecttoaspecificprocess
ECR/ECN・Productchangemanagementprocedure
4.2.6AllocationAndConsolidation（ResourcesAndBudget）
TheresourcesandexpenditurepriortoDR1areallocatedattheOR,andrenewedatDRObytheBUdirector.
ThefilialbudgetallocatedtoaprojectisvalidatedatDR1.ItmustcomprisetliephasesfromDRltoDR5.
Asregardsofdiededicatedtooluig,commitmentsareautlionzedattlieToolStart,apartfromafewexceptions（cfsectionabove）
ThisbudgethastobeconsolidatedbottomupbytheBUdirector.
Withinthelimitsoftliebudgetallocations,theProjectManagerisresponsibleforhowresoLiicesandexpencUtiuearecommitted.
Budgetapproxralwillbereleasedandre-appiovalpenodicallyandiiuiuinumateachDesignreview.Incaseofpartnersand/orsubcontractors,bothwillagree.
4.2.7SchedulingAndProgressFollow-up
ThegeneralschedulevalidatedatDRl,isthereferenceschedulefortheproject.Incaseofpartnersaiid/orsubcontractors,botliwillagree.
Ongomgconsolidationandadjustmentofthegeneralscheduletakeplacedurmgtheweeklyorbi-montlilyprojectprogressmeetuigsheadedbytheProjectManager.Allthesemeetingsarerecordedandupdatedactionpouitandriskfollow-uplistsaredrawnup.
Aformal,concise,relevantprogressreporttothedirectorsismadeonamonthlybasis,fromDROtoDR5・Themainobjectiveistoreportcritical/majorrisks.Thepresentationcontainsthefollowingitems:
-Highlightsforthepreviousmonth
-ProjectsRisksTOP5onglobalproductoffer
-OtherProjectsRisks/mamproblems（ifnecessary,otherwiseintliereport）
・Q/C/TProjectIndicators（Plammig,Budget,FPC,Quality）
-MauiDecisionstakentliepreviousmonth01totakedurmgthepresentation,ifnecessan*
・Othermdicators（ifnecessary,otherwisemtliereport）
・Higlilightsforthecurrentmonth
Aformalprogressreportisrecordedandsenttotliemanagementaccordmgtothediffusionlistwitlimparticularthesynthesisofactionsanddecisionstakenduringthereview.
Inaddition,eveivDRwillbefollowedbyadebriefingbytheprojectteam,forallteamsmvolvedinthephasesoftlieproject,possiblywitlitheurvolrementoftliedirectors.
blonitoangisalsodonebyALLmembersoftheteamwithaweeklyorby-montlilvprogressreportandlistofactionpoint.
4.3MissionsSheet
blissionsofProductProjectTeam'sMembers
4.3.1ProjectManager（PJM）
TheprojectmanagerisresponsibleforachievingthecommitmentsvalidatedatDR1.Heactsasarbiterwitluiilusteam,foroptimizationfortlieQ/C/Tobjectives.
Thesemissions:
・Managealltliespecification（systemlerel）fortheproduct.
Drivethecoreteammanagement（weeklymeetnigwiththebasicprojectteam,conflictresolution...）.Andtakeautlioiizationofcoreteammembers'performancee^-aluation.
・DefineandapplytheProjectDevelopmentPlanfortheprojectQ/C/Tobjectives.
-Coordinatetlieactivitiesrelatingtothedevelopment,lndustnaiizationandcommercialpreparationoftheproductoffer.（Releases..J
・Carry-outtheproject
升级会员 