PIM产品开发流程管理文档讲课讲稿.docx

1、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

2、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”。Product Implementation ManualDate日期Version版本Comments备注2017-10-091.0Rewrite of Document for SISFunction职位Name姓名Date日期Signatur

3、e签名Written by拟定Verified by审核Verified by审核Approved by批准PIM lifecycle1. Purpose and Application Field 1.1 Purpose This manual describes how to implement a project for the development of a Global Product Offer:- The product- The accessories- The end to end solutions- The services 1.2 Application Field

4、This manual applies to all projects carried out in 某 for the purpose of defining, designing, constructing and the product basic elements of a commercial proposal. The method described here must be adapted to each project in line with the constrain specific to the product offer in question.2. Respons

5、ibility The PIM is accompanied by a Project Development Plan (PDP) under the responsibility of the Project Manager and in keeping with the basic procedure; in includes in particular any adaptations/ simplification of the procedure.Project core team responsibility, see 4.33. Reference Document None4.

6、 Description 4.1 Project Life Cycle The life cycle of a project is made up of the following as shown in the attached figure:- Life cycle of a product- Sales cycle of a product offerPost commercialization (After Sales) The implementation of a project is based on compliance with this life cycle, split

7、 into phases.Every phase, except the last, finishes with an end- of- phase review called “ a decision review” (DR) representing a formal decision- making process. The final phase, called the “end- of- life”, is initiated by a decision review in which the phase is planned.A “Phase” is characterized b

8、y a specific objective and responsibility for the performance of the activities required for this “phase” to be completed in assigned to a “Project Manager”.DR List DRPHASES DECISION REVIEW Opportunity StudyO.ROpportunity Review (Kick Off Review)Feasibility StudyD.R.0Feasibility ReviewSpecificationD

9、.R.1Project Commitment ReviewPrototype DevelopmentT.S.RTool Start Review M.I.R (*)P.I.RMock up Integration Review Prototype Integration ReviewD.R.2Product Performance and Process Validation ReviewCommercial Kick- offC.K.RCommercial Kick-off ReviewCommercial PreparationD.R.3Commercial Launch ReviewFi

10、rst Shipment F.S.RFirst Shipment ReviewProduction Ramp- upD.R.4Product Release ReviewMass ProductionEnd of Phase kick offMass ProductionD.R.5C.K.RD.R.6Full Qualification ReviewEnd of phase Kick-off ReviewChange to End of life ReviewEnd of Life(*): Depending on the complexity of radio/ digital develo

11、pment, the project team can decide to skip the mock up development phase.4.2 Project organization and management4.2.1 Definition The PIM is intended to apply to the definition, design, construction and production of the base elements of our commercial offer (product, accessories, end- to- end soluti

12、ons e.g.).- Products Managed - Purchased products (developed or manufactured to specifications or document files).- Compatibility with services provider offer, PC or PDA offerThe following general objectives validated at DR1, are the reference for the project.- Schedule (decision reviews )- Quality

13、(FPY, return rate )- Quantity (Ramp up, production capacity )- Cost (FCP, budget )- Product Characteristics (Marketing specifications, orders and deliveries process,)- Product Warranty (Duration, responsibility,)- Liabilities- Supply Chain (Rules, orders and deliveries process, )They are all mention

14、ed in PDP.In case of partners and/ or subcontractors, both will agree.4.2.2 Project Structure Projects are organized into phases. Each phase ends with a Decision Review.Phase Each phase has a specific objective with dedicated activities. It transforms specific inputs into outputs.Responsibility for

15、the performance of the activities required for a phase to be completed is assigned to the project manager.A decision review is performed at the end of each phase in order to validate the outputs and to acknowledge the transition to the next phase.See: PIM check list:O.RO.R Check ListD.R.0D.R.0 Check

16、 ListD.R.1D.R.1 Check ListD.R.2D.R.2 Check List (including P.I.R)C.K.R./ D.R.3F.S.RC.K.R to D.R.3 Check ListF.S.R ChecklistD.R.4D.R.4 Check ListD.R.5D.R.5 Check ListD.R.6D.R.6 Check ListProject Development Plan The conditions for applying the project performance methodology to a given case are defin

17、ed in the Project Development Plan drawn up by the project manager for DR1.4.2.3 Decision to Create A Project The concept of a project is inseparable form the companys commitment to invest the resource (human, material and financial) needed to enlarge its range.A project is undertaken following a De

18、cision Review called “Kick off Review” or “OR- Opportunity Review”.The process of defining the project and setting up the project team and the associated budget is a gradual one involving phases of marketing analysis and specification.A budget line is started at the OR.The companys commitment to car

19、ry out a project is made official by a Decision Review called the “Project Commitment Review” or “DR1”.4.2.4 Building The Project Team The Project Core Team is appointed (partial or complete):- To prepare the O.R (Opportunity Review).At the O.R, appointment of a partial or complete Project Core Team

20、 to prepare and present the DR0.(Including the development of technological bricks, if needed).- The requested resources to prepare the DR0 must be defined and scheduled.At lease, the Project Core Team dedicated to a Project is appointed at the DR0.(*) If needed: Major technological gaps (ex: new re

21、ference design, new product concept, new techno: HWD/SWD)According to project requirements, the project team is made up of permanent or assigned members, and experts may be co- opted to meet specific needs. If generally comprises:Project ManagerPJMProduct ManagerPDMTechnical Project ManagerTPMIndust

22、rial Project ManagerIPM Purchasing Project ManagerPPMQuality Project ManagerQPMCustomer Service Project Manager CPMOperation Project ManagerOPM(*)Software Project ManagerSPMHardware Project ManagerHPMMechanical Project ManagerMPMValidation Project ManagerVPM(*) OPM & VPM exist only for WNV brand pro

23、ject. (see Appendix I Project core team organization chart).4.2.5 Project Scope Change ControlFor DR1 onwards, any change affecting the definition of the product and/ or alterations of characteristics, for whatever reason, are subject to a specific processECR/ECN- Product change management procedure

24、4.2.6 Allocation And Consolidation (Resources And Budget) The resources and expenditure prior to DR1 are allocated at the OR, and reviewed at DR0 by the BU director.The final budget allocated to a project is validated at DR1. It must comprise the phases from DR1 to DR5. As regards of the dedicated t

25、ooling, commitments are authorized at the Tool Start, apart from a few exceptions (cf section above)This budget has to be consolidated bottom up by the BU director.Within the limits of the budget allocations, the Project Manager is responsible for how resources and expenditure are committed.Budget a

26、pproval will be released and re-approval periodically and minimum at each Design review. In case of partners and/or subcontractors, both will agree.4.2.7 Scheduling And Progress Follow- up The general schedule validated at DR1, is the reference schedule for the project. In case of partners and/or su

27、bcontractors, both will agree.Ongoing consolidation and adjustment of the general schedule take place during the weekly or bi-monthly project progress meetings headed by the Project Manager. All these meetings are recorded and updated action point and risk follow-up lists are drawn up.A formal, conc

28、ise, relevant progress report to the directors is made on a monthly basis, from DR0 to DR5. The main objective is to report critical/major risks. The presentation contains the following items:- Highlights for the previous month- Projects Risks TOP 5 on global product offer - Other Projects Risks / m

29、ain problems (if necessary, otherwise in the report)- Q/C/T Project Indicators (Planning, Budget, FPC, Quality)- Main Decisions taken the previous month or to take during the presentation. if necessary- Other indicators (if necessary, otherwise in the report)- Highlights for the current monthA forma

30、l progress report is recorded and sent to the management according to the diffusion list with in particular the synthesis of actions and decisions taken during the review.In addition, every DR will be followed by a debriefing by the project team, for all teams involved in the phases of the project,

31、possibly with the involvement of the directors.Monitoring is also done by ALL members of the team with a weekly or by-monthly progress report and list of action point.4.3 Missions Sheet Missions of Product Project Teams Members 4.3.1 Project Manager (PJM)The project manager is responsible for achieving the commitments validated at DR1. He acts as arbiter