IBM—华为PDM项目BR01.IPD0205.doc

Business Re-engineering Project PlanBR01. Integrated Product Development Information Technology Strategy and Plan ConsultancyPhase 3 ReportFebruary 1999BR01. Integrated Product DevelopmentScope and ObjectiveThis project is concerned with re-engineering Huaweis Integrated Product Development (IPD) process. The re-engineering will be based on IBMs Market-Based Innovation (MBI). MBI represents the vehicle by which IBM is bringing its internal experiences to market in order to help its clients do a better job of developing market-oriented products. As shown in the figure below, MBI has two major components: Product Development and Market Management. The focus in this project is on the Product Development component. Included in the scope of this Integrated Product Development project are hardware and software product development. The Product Development aspect of IBMs MBI model includes: Concept Development Researching Customer Needs Creating, Testing And Prioritizing Concepts Developing Project Plans Design and Development Designing And Developing The Product Or Service Testing And Certifying Commercialization Preparing for Ramp-Up and Launch of The Product Product Announcement Preparing for Customer Service Managing The Life Cycle Of The ProductThe main objective of this project are to reengineer Huaweis IPD process based on the IBMs MBI processes so that Huawei can improve the development of successful new products. This project will result in the definition of a structured IPD process at Huawei based on IBMs model developed through IBMs implementation experiences. The process will be defined at an operational level, showing the interrelationships between tasks and process participants. Collaboration, concurrency, decision making and recursiveness, as well as specific procedures and decision-making criteria will be documented. Huawei staff will be trained, skills will be transferred through facilitated pilots and a Huawei MBI support organization will be established to support the deployment of the reengineered IPD process. This MBI support organization will be shared between the IPD and Market Management areas.The re-engineering of the IPD business process will generate the need for certain Information Technology enablers. These enablers will be defined as well as a unified architecture and approach for their deployment, in coordination with the Huaweis overall IT architecture that has been developed as a result of the Information Technology Strategy and Plan project. Business BenefitsOrganizations that implement the MBI Model and successfully integrate their market management and product development processes realize significant benefits in cost savings and increased revenues through: Reduced time to market Reduced development waste Improved product offering competitiveness Improved product quality and stability Increased customer and market focus Leadership in offering development and delivery Increased level of coordination and efficiency across functionsThe level of business effectiveness is improved by: Making rapid and timely fact-based decisions Easy and secure access to current product data Delivering on the brand promise Leadership in timeliness, quality, and innovationAnd team effectiveness is elevated by: Operating as cross functional teams with shared goals throughout the life cycle Project teams delivering on winning offerings Functional teams providing leadership technologies/competencies Executive teams addressing issues that affect business success Organizing to deploy skills rapidly and effectively Extensive skills transference Cultural evolution supporting team based management and a customer centric business modelTangible Benefits: Higher return on product development investment Shorter product development cycle Increase in revenue from new products Increase in development productivity Increase % of product announcement together with associated documentation Increase % in reuse of intellectual capital across productsApproachIt is important to understand that achieving total transformation from a product centric to a customer / market centric business model requires not just the re-engineering of IPD but also the re-engineering of Market Management. Hence the undertaking of the IPD project must be done in conjunction with the Market Management project.Given the work that has already been done at Huawei in the IPD area, we recommend that Huawei start on the Integrated Product Development project first. Then in the second year, Huawei can start on the Market Management project.The overall approach for the Integrated Product Development project should be based on a combination of the Facilitated Transformation methodology and the Package Enabled Business Transformation (PEBT) methodology. Facilitated Transformation includes training, facilitation workshops and coaching to assist Huawei staff in re-engineering the IPD process and in applying the process in pilots. This approach will foster the transfer of skills to Huaweis staff so they can eventually become self-reliant. The Package Enabled Business Transformation (PEBT) methodology involves the exploitation of the functionality of application packages (for example, Product Data Management) in order to implement the IPD process. This approach will accelerate the implementation by avoiding excessive customisation of the packages, and ensure that the IT solutions and the processes surrounding the solutions are well integrated. Careful coordination of the two methodologies will avoid duplicate or conflicting activities that might adversely impact the IPD project. Huaweis goal to introduce some successful products in 2-3 years based on the re-engineered IPD, and to become World Class within 5 years, is a major challenge as IPD requires significant changes to the organization, work practices and culture. Given the limited time window to achieve this goal, the approach to re-engineer the IPD process will require experienced consultants and subject matter experts to provide hands-on assistance to Huawei product development teams and support staff with: Organizing for IPD process re-engineering Performing a high-level product pipeline analysis Selecting the PDM (Product Data Management) package and conducting a pilot Defining the Huawei IPD Process based on IBMs MBI Process and the functionality of the selected PDM package using the PEBT methodology (without adversely impacting the IPD re-engineering project) Identifying and defining IT enablers and tools, and the architecture to support the re-engineered IPD process Facilitating and monitoring up to three pilots for the re-engineered IPD processThis project will be undertaken in three phases namely, Focus, Invent and Launch. Details in terms of approach for the Focus and Invent phases are as follows:FocusThe focus phase is concerned with assessing the current product development processes, and the supporting organization and information technology at Huawei, in order to understand the starting point for the re-engineering. Based on the assessment, the desired IPD outcomes, objectives and measures will be defined in preparation for the Invent (next) phase.IBM and Huawei resources will first be mobilised to form a joint IPD re-engineering team (“IPDT”), their roles and responsibilities will be defined, and detailed work plans and procedures will be formulated. Physical and logical working arrangements, facilities, and work schedules will be established. Subteams for sub-projects (such as the PDM Team, PDMT) will also be formed and project charters documented for sub-projects. The IPDT team will be educated on MBI concepts and re-engineering methodologies. An organisational communications mechanism (newsletter, web site, etc.) will be established as well. At an appropriate time, the project will be formally kicked off by the executive sponsor. Following the mobilisation activities, the IPDT will review the current Huawei business strategies and environment for the IPD process in light of industry trends and anticipated demands. The recent IPD related reorganisation and process activities at Huawei will be reviewed in terms of practices, enablers, operating rules, policies, measures and their alignment with business objectives. The current product development situation will be benchmarked against the industry as well. This will enable the IPDT to understand the current situation and business issues, and the overall objectives for IPD. The recent work related to PDM (Product Data Management) will also be reviewed. The selected PDM package will be the basis for the IPD re-engineering, so the selection of the package is crucial to success. In addition, the current Huawei product development pipeline will be analysed at a high level in order to identify projects that may be candidates for acceleration, delay, termination and pilots. In addition, uncovered market areas may be identified.The business processes related to developing products will be assessed in detail in this phase. Current business processes and sub-processes will be documented and analysed in order to identify process variations, bottlenecks, loopbacks, work-arounds, triggers, etc. Transaction volumes for process interactions will be identified. Operating procedures, rules, policies and practices will be documented. Process performance, acceptance, and deployment will be identified, as well the relevant issues of whether desired outcomes are being achieved or not. Organisational issues relating to structure, staffing, skills etc., will also be identified. Based on this information, the overall IPD operating environment will be rationalised and the strengths and weaknesses identified. These findings will be the basis for the Invent phase.InventThe Invent phase is concerned with the re-engineering of the IPD process based on IBMs MBI (Market Based Innovation) initiative, using the Facilitated Transformation methodology. Exploiting the functionality and implied practices of the selected PDM package using IBMs PEBT (Package Enabled Business Transformation) methodology will also be a focus. At the end of this phase, Huawei staff will have sufficient skills to assume ownership for IPD deployment, i.e. the Launch phase. The skills transfer will occur through education, facilitated pilots and coaching. During this phase, education will be provided, for the IPDT and others, on MBI, enablers and PDM concepts, functions and implied practices. Having identified the current and target IPD situations in the Focus phase, the gaps will be identified in this phase, in terms of process, organisation and IT issues. A high level IPD process will be conceptualised and Organisational and IT implications of this conceptual IPD process will be identified. These findings will be reviewed in order to gain agreement.Once agreed to, the IT implications will be explored in detail, and technical requirements for PDM, MBI enablers etc., will be documented. Suppliers will be identified, and packages will be evaluated and selected. Implementors will also be selected and contracts finalised. Focused package education and training will be conducted for the PDMT and other sub-teams for the respective packages. Following the training, the future IPD process will be defined at a high level (taking advantage of the implied practices in the respective packages), and process improvements will be explored and ranked. Interactions with the PDM package, MBI enablers, product data, etc., will be defined. Extensions or customisations to the packages will also be defined, but every effort will be made to minimize them. A draft process combining these elements will be documented. Organisation control systems, job roles and procedures to support the future IPD process will be defined. The MBI enablers, PDM and other packages to support the future IPD process will be analysed and an overall IT architecture for IPD will be defined. In this phase, there will be up to three MBI element pilots in projects identified in the pipeline analysis in the previous phase. In addition, there will be a PDM pilot focusing on document management functions. MBI element pilots may include applications of specific MBI enablers, check point procedures, etc. and will be decided by the IPDT. To support the pilots, the respective applications and pilot data will be loaded and prototypes will be developed and reviewed. Pilots will be conducted and results will be documented. Based on these results, refinements to the IPD process or to the packages may be required. The collective experiences of the pilots will be used to finalize the IPD process. The finalised process will be reviewed with the Huawei Steering Committee or Executive Sponsor, and agreement achieved on the final design. Plans and estimates for carrying forward the project into the Launch phase will be provided to obtain approval to proceed with deployment. LaunchTo facilitate the Huawei staff to develop self-sufficiency in this area, the leadership for the Launch phase will be transferred to Huawei staff. Details for the Launch phase will be developed during the last stage of the Design phase.Resources and TimingSkills and Experience RequiredThis project is based on a combination of Facilitated Transformation and Package Enabled Business Transformation methodologies, and thus requires practitioners skilled in these methodologies. In addition, IPD re-engineering and package-specific skills will be required. Process modeling and analysis skills, specifically in IBMs DesignFlow, may also be required. Subject matter experts in the areas of IPD, MBI enablers, telecommunications industry etc., will also be needed. In addition, the project will require Huawei resources to support the IPD re-engineering effort, and access to Huawei staff knowledgeable in current Huawei organisation, processes, practices, rules, etc. The skills required are listed below. Please note that a single individual may not possess all the required skills, so multiple individuals may be present to cover the required skills. Huawei Skills: Project management Knowledge of current IPD organisation, process and IT Knowledge of current business issues and constraints in IPD External Skills: Technical Interpretation and translation Detailed, practical knowledge about the selected package Consultant Skills: Project management Practical knowledge of IPD re-engineering Subject matter expertise on MBI, enablers, etc. Subject matter expertise on IPD-related IT issues, architecture, etc. General knowledge of PDM capabilities and functionality Organisational change expertise Practical knowledge of Facilitated Transformation methodology Practical knowledge of Package Enabled Business Transformation methodology Practical knowledge of DesignFlowResources RequiredTo complete this project requires a coordinated team of Huawei, IBM and other resources as given below:Huawei Project Core Team Executive Sponsor part time role to review and approve recommendations made by the project team. In addition the Executive Sponsor will provide visible support for the project and remove obstacles to the projects success should they arise. It is expected that the Vice President of the R&D department will undertake this role.Project Manager - full time responsibility (in conjunction with the IBM Project Manager) for overall project delivery. Specifically the Project Manager will be responsible for liaison with other Project Managers to ensure consistency across the overall set of projects and sub-projects, liaison with the IBM Project Manager to ensure project effectiveness, and liaison with the Huawei Executive Sponsor and the Huawei Management Steering Committee to escalate issues, ensure understanding and acceptability of designs and solutions.Sub-Project Managers full time responsibility (in conjunction with the IBM Project Manager) for overall project delivery. Specifically the Sub-Project Managers will be responsible for liaison with other Sub-Project Managers to ensure consistency across the overall set of sub-projects, liaison with the IBM Project Manager to ensure project effectiveness, and liaison with the Huawei Project Manager to escalate issues, ensure understanding and acceptability of designs and solutions.Project Team (IPDT) Members full time role to provide advice on current practices and work with the consulting team to develop the new process designs. The IPDT members will be coached by the consulting team on IPD and will conduct pilots. Eventually they will acquire the skills to deploy and support IPD at Huawei.Sub-Project Team Members full time role to work with the consulting team to carry out sub-project tasks. A PDM team (PDMT) will be responsible for the PDM pilot. An MBI Enabler team (MBIET) will be responsible for the MBI pilots. Other sub-teams may be identified in the Focus phase. Huawei R&D staff Subject Matter Experts - in the areas of IPD policies, practices and current methods to support the project on an “as required” basis.Product Development Team (PDT) Members from the projects identified for MBI pilots, to support the MBI pilots on an “as required” basis.Other Huawei staff on an “as required” basis, as determined in the Focus phase. Huawei Support team Subject Matter Experts - in the areas of Huawei organisation, processes, marketing, product strategy, IT systems, current and planned design and