1、产品开发流程管理Product Implementation ManualDate日期Version版本Comments备注2017-10-09Rewrite of Document for SISFunction职位Name姓名Date日期Signature签名Written by拟定Verified by审核Verified by审核Approved by批准PIM lifecycle1. Purpose and Application Field Purpose This manual describes how to implement a project for the develo
2、pment of a Global Product Offer:- The product- The accessories- The end to end solutions- The services Application Field 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 descr
3、ibed here must be adapted to each project in line with the constrain specific to the product offer in question.2. Responsibility 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 particul
4、ar any adaptations/ simplification of the procedure.Project core team responsibility, see 3. Reference Document None4. 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 offerP
5、ost commercialization (After Sales) The implementation of a project is based on compliance with this life cycle, split 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, ca
6、lled the “end- of- life”, is initiated by a decision review in which the phase is planned.A “Phase” is characterized by 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
7、 REVIEW Opportunity StudyOpportunity Review (Kick Off Review)Feasibility Study ReviewSpecification Commitment ReviewPrototype Development Start Review (*) up Integration Review Prototype Integration Review Performance and Process Validation ReviewCommercial Kick- off Kick-off ReviewCommercial Prepar
8、ation Launch ReviewFirst Shipment Shipment ReviewProduction Ramp- up Release ReviewMass ProductionEnd of Phase kick offMass Production Qualification ReviewEnd of phase Kick-off ReviewChange to End of life ReviewEnd of Life(*): Depending on the complexity of radio/ digital development, the project te
9、am 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 solutions .).- Products Man
10、aged - 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 (FPY, return rate )- Qua
11、ntity (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 mentioned in PDP.In case of par
12、tners 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 the performance of the a
13、ctivities 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: Check List Check List Check List to Check List Checklist
14、 Check List Check List Check ListProject Development Plan The conditions for applying the project performance methodology to a given case are defined 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 for
15、m the companys commitment to invest the resource (human, material and financial) needed to enlarge its range.A project is undertaken following a Decision Review called “Kick off Review” or “OR- Opportunity Review”.The process of defining the project and setting up the project team and the associated
16、 budget is a gradual one involving phases of marketing analysis and specification.A budget line is started at the OR.The companys commitment to carry 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 T
17、eam is appointed (partial or complete):- To prepare the (Opportunity Review).At the , appointment of a partial or complete Project Core Team 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
18、scheduled.At lease, the Project Core Team dedicated to a Project is appointed at the DR0.(*) If needed: Major technological gaps (ex: new reference design, new product concept, new techno: HWD/SWD)According to project requirements, the project team is made up of permanent or assigned members, and ex
19、perts may be co- opted to meet specific needs. If generally comprises:Project ManagerPJMProduct ManagerPDMTechnical Project ManagerTPMIndustrial Project ManagerIPM Purchasing Project ManagerPPMQuality Project ManagerQPMCustomer Service Project Manager CPMOperation Project ManagerOPM(*)Software Proje
20、ct ManagerSPMHardware Project ManagerHPMMechanical Project ManagerMPMValidation Project ManagerVPM(*)OPM & VPM exist only for WNV brand project. (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
21、 and/ or alterations of characteristics, for whatever reason, are subject to a specific processECR/ECN- Product change management procedure4.2.6 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 direc
22、tor.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 tooling, 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 direct
23、or.Within the limits of the budget allocations, the Project Manager is responsible for how resources and expenditure are committed.Budget approval 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 Schedul
24、ing And Progress Follow- up The general schedule validated at DR1, is the reference schedule for the project. In case of partners and/or subcontractors, both will agree.Ongoing consolidation and adjustment of the general schedule take place during the weekly or bi-monthly project progress meetings h
25、eaded by the Project Manager. All these meetings are recorded and updated action point and risk follow-up lists are drawn up.A formal, concise, 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 presentatio
26、n contains the following items:- Highlights for the previous month- Projects Risks TOP 5 on global product offer - Other Projects Risks / main problems (if necessary, otherwise in the report)- Q/C/T Project Indicators (Planning, Budget, FPC, Quality)- Main Decisions taken the previous month or to ta
27、ke during the presentation. if necessary- Other indicators (if necessary, otherwise in the report)- Highlights for the current monthA formal 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 t
28、he 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, 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
29、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 within his team, for optimization for the Q/C/T objectives.These missions:- Manage all the specification
30、 (system level) for the product.Drive the core team management (weekly meeting with the basic project team, conflict resolution ). And take authorization of core team members performance evaluation.- Define and apply the Project Development Plan for the project Q/C/T objectives.- Coordinate the acti
31、vities relating to the development, industrialization and commercial preparation of the product offer. (Releases )- Carry out the project reporting (indicator, .)- Assure that the objectives such as Cost- Time to market ramp up, are consistent with the initial product P&Lobjectives presented at DR1 and adjusted at DR3 (FOPDI).- Coordinate with BU direct
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