ImageVerifierCode 换一换
格式:DOCX , 页数:43 ,大小:90.26KB ,
资源ID:9924394      下载积分:3 金币
快捷下载
登录下载
邮箱/手机:
温馨提示:
快捷下载时,用户名和密码都是您填写的邮箱或者手机号,方便查询和重复下载(系统自动生成)。 如填写123,账号就是123,密码也是123。
特别说明:
请自助下载,系统不会自动发送文件的哦; 如果您已付费,想二次下载,请登录后访问:我的下载记录
支付方式: 支付宝    微信支付   
验证码:   换一换

加入VIP,免费下载
 

温馨提示:由于个人手机设置不同,如果发现不能下载,请复制以下地址【https://www.bdocx.com/down/9924394.html】到电脑端继续下载(重复下载不扣费)。

已注册用户请登录:
账号:
密码:
验证码:   换一换
  忘记密码?
三方登录: 微信登录   QQ登录  

下载须知

1: 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。
2: 试题试卷类文档,如果标题没有明确说明有答案则都视为没有答案,请知晓。
3: 文件的所有权益归上传用户所有。
4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
5. 本站仅提供交流平台,并不能对任何下载内容负责。
6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。

版权提示 | 免责声明

本文(产品开发流程管理.docx)为本站会员(b****8)主动上传,冰豆网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对上载内容本身不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知冰豆网(发送邮件至service@bdocx.com或直接QQ联系客服),我们立即给予删除!

产品开发流程管理.docx

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

copyright@ 2008-2022 冰豆网网站版权所有

经营许可证编号:鄂ICP备2022015515号-1