IBM—华为PDM项目BR02.MarketManagement0205.doc

Business Re-engineering Project PlanBR02. Market Management Information Technology Strategy and Plan ConsultancyPhase 3 ReportFebruary 1999BR02. Market ManagementScope and ObjectiveThis project is concerned with the reengineering of the Market Management process. The reengineering 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 Market Management component. Included in the scope of this Market Management project are Market Definition, Opportunity Assessment, and Operational Plans. The focus is on the Market Management aspect of IBMs MBI model, which includes:1. Market Assessment Analyzing Customers Buying Trends, Future Requirements Analyzing The Market Environment Market Size Segmenting The Market 2. Industry Assessment Assessing Competitive Solutions Performing Gap Analyses3. Segment Assessment: Selecting Attractive Segment(s) Developing Segment Strategies4. Segment Management: Developing Operational Plans And Tactics Measuring PerformanceThe objective of this project is to redesign Huaweis Market Management process so that Huawei can establish a process to generate product plans and tactics to improve marketplace success. In addition, Huaweis staff will be trained in the use of specific analytics for the market management process. Skills will be transferred through facilitated pilots and a Huawei MBI support organization will be established to support ongoing deployment. This MBI support organization will be shared between the IPD and Market Management areas.The reengineering of the Market Management business process will generate the need for certain Information Technology enablers. These enablers will be defined along with a unified architecture and approach for their deployment, in coordination with similar activities in the IPD project, as well as the Huawei overall I/T architecture as defined in the Information Technology Strategy and Plan project. Business BenefitsMarket management enables organizations to product products that more closely match customer needs and to improve the cost-effectiveness of investments in new products. Organizations 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 Increase in market share Increase in revenue and profit Increase in customer satisfaction Increase % of product announcement that has segmentation strategy in placeApproachIt 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. We therefore recommend starting the Market Management project after the Focus and Invent phases of the IPD project have been completed. The overall approach for the Market Management project will be based on the Facilitated Transformation. Facilitated Transformation includes training, facilitation workshops and coaching to assist Huawei staff in re-engineering the Market Management 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. Huaweis goal to become World Class within 5 years, is a major challenge. The IPD re-engineering project will only take Huawei part of the way towards World Class because performing the IPD process well will no doubt improve costs, efficiencies and lead times. However, without market input into the process, there is no guarantee that the products developed using IPD will succeed. Market Management will provide the link between the marketplace demands and the IPD process, and will help determine which products should be developed and what their specifications should be. This 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 Market Management process will require experienced consultants and subject matter experts to provide hands-on assistance to Huawei market management teams and support staff with: Organising for Market Management process re-engineering Documenting and understanding the current Market Management process Defining the future Market Management process based on IBMs MBI process Defining the IT enablers to support the to-be Market Management process Facilitating and monitoring up to three Market Management pilots Conducting portfolio analysis and defining a product line strategyThis 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 Market Management 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 Market Management outcomes, objectives and measures will be defined in preparation for the Invent phase.IBM and Huawei resources will first be mobilised to form a joint Market Management re-engineering team (MMT), 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. The MMT team will be educated on MBI concepts, tools and re-engineering methodologies. The organisational communications mechanism established in the IPD project would be used to provide related information to Huawei staff. At an appropriate time, the project will be formally kicked off by the executive sponsor. Following the mobilisation activities, the MMT will review the current Huawei business strategies and environment for the Market Management process in light of industry trends and anticipated demands. Market management activities at Huawei will be reviewed in terms of practices, enablers, operating rules, policies, measures and their alignment with business objectives, etc. The current market management situation will be benchmarked against the industry as well. This will enable the MMT to understand the current situation and business issues, and the overall objectives for Market Management. In addition, the Huawei product development pipeline analysis (developed in the IPD project) will be refreshed in order to confirm projects that may be candidates for acceleration, delay, termination and pilots. Additional uncovered market areas may also be identified.The business processes related to market management 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 Market Management operating environment will be rationalised and the strengths and weaknesses identified. The target situation for market management will also be defined. These findings will be the basis for the Invent phase.InventThe Invent phase is concerned with the re-engineering of the Market Management process based on IBMs MBI (Market Based Innovation) initiative, using the Facilitated Transformation methodology. Exploiting the functionality and implied practices of the selected market management related package(s) using IBMs PEBT (Package Enabled Business Transformation) methodology would also be a focus. At the end of this phase, Huawei staff will have sufficient skills to assume ownership for Market Management 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 MMT and others, on MBI, and market management tools, functions and implied practices. Having identified the current and target Market Management situations in the Focus phase, the gaps will be identified in this phase, in terms of process, organisation and IT issues. A high level Market Management process will be conceptualised and Organisational and IT implications of this conceptual Market Management 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 MBI enablers and market management tools will be documented. Focused package education and training will be conducted for the MMT on the market management tools used by IBM. Following the training, the future Market Management 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 Market Management process will be defined. The MBI enablers and tools to support the future Market Management process will be analysed and an overall IT architecture for Market Management will be defined within the context of the architecture defined in the IPD project.In this phase, there will be up to three MBI element pilots in projects identified in the refresh and review of the pipeline analysis documented in the IPD project. MBI element pilots may include applications of specific MBI enablers and market management tools and will be decided by the MMT. 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 Market Management process or to the tools may be required. The collective experiences of the pilots will be used to finalize the Market Management 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, Market Management re-engineering and package-specific skills will be required. Process modeling and analysis skills will also be required. Subject matter experts in the areas of Market Management and MBI enablers will also be needed. In addition, the project will require Huawei resources to support the Market Management re-engineering effort, and access to Huawei staff knowledgeable in Huaweis marketplace and customers, as well as 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 Huaweis marketplace, customers and market research Knowledge of current Market Management organisation, process and IT Knowledge of current business issues and constraints in Market Management External Skills: Technical Interpretation and translation Detailed, practical knowledge about selected application packages Consultant Skills: Project management Practical knowledge of Market Management re-engineering Subject matter expertise on MBI, enablers, tools etc. Subject matter expertise on Market Management-related IT issues, architecture, etc. Organisational change expertise Practical knowledge of Facilitated Transformation methodology Practical knowledge of Package Enabled Business Transformation methodologyResources 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 President of the Marketing 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.Project Team (MMT) Members full time role to provide advice on current practices and work with the consulting team to develop the new process designs. The MMT members will be coached by the consulting team on Market Management and will conduct pilots. Eventually they will acquire the skills to deploy and support Market Management at Huawei. Huawei Marketing staff Subject Matter Experts - in the areas of Market research, Market Management policies, practices and current methods to support the project 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, IT systems, etc. to support the project on an “as required” basis. Consulting teamProject Executive part time quality review for subject matter rigor and consistency within the overall Market Management re-engineering project.Project Manager full time responsibility (in conjunction with the Huawei 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 Project, liaison with the Huawei Project Manager to ensure project effectiveness, consultation with the Huawei Project Executive Sponsor and Huawei management to ensure understanding and acceptability of designs and solutions.Lead Consultant full time responsibility for day to day direction of the project team. Specifically the Lead Consultant will be responsible for project planning; provision of subject matter expertise and leadership in thinking and issue resolution; directing the new process design; coordinating the re-engineering and application specialist consultants to ensure cohesion between the process and systems.Re-engineering Consultants part time role undertaking re-engineering activities at the direction of the Lead Consultant. These consultants will be responsible for assisting the Lead Consultant with the assessment of current operations, design of the new process, conducting workshops and training sessions, and providing advice and counsel.PEBT Consultant - part time role to: apply the PEBT methodology to develop new process designs arou