IPD-集成产品开发培训教程(ppt 59页).ppt

IPD集成产品开发,（IntegratedProductDevelopment）,弘佳机电,（2010年3月深圳）,内容提要,一、为什么要IPD？二、IPD是什么？,三、IPD管理体系下的决策模式四、IPD管理体系下的产品开发五、跨部门团队的绩效如何考核？六、IPD如何实施？七、问题研讨,4,IPD是什么？,IPDIntegratedProductDevelopment（集成产品开发）是一套关于产品开发的先进思想、成熟模式和科学方法于一体的管理体系。,5,市场划分的吸引力,Rqire,eud,da,ot,ee,l,x,ect,+,Bst-in-Class,fDt,ept,ad,Pt,a,eDs,Pta,)l,al,r,IPD框架,Full,Dev,Mfg,Mkt,Proc,SW,Fin,Svc,市场信息,市场管理,集成组合管理团队（IPMT）,跨部门的团队,客户反馈竞争对手信息技术趋势,理解市场市场细分,制定市组合分场细分析策略及计划,调整ResourcesAssigned;EvaluateaSpecificConcept,FormPDTIPMT-10FormCorePDTTeamSys/AppsUsed,FormCorePDTTeamIPMT-10Multi-thread1.IdentifyandAssignPDTLeader2.IdentifyandAssignPDTMemberstoProjectFinish,EnablingProcess:SkillsManagement,IdentifyandAssignAdditionalResourcesIPMT-15Multi-thread1.IdentifyandAssignUCDMemberstoPDT2.IdentifyandAssignSystemsEngineer3.IdentifyandAssignPOPFinish,SYSTEMSENGINEERINGR&DElectricalDevelopmentSoftwareDevelopmentMechanicalDevelopmentIndustrialDesign/UCDTesting,(includesQA/Reliability)Property/Capital,ECReleaseTechReviewTechReviewTechReview12345PerformIntellectualMonitorandManageRequirements,SpecificationsandConfigurationsAnalysisDvlpOfferingDvlpSystemReqsDesign&SpecExplorePerformPerformPartition&ElectHLElectLLDvlp&TestElectHardwareDesignDesignReqtsBuildandTestPerformS/WDvlp&TestSubsystemsandS/WHL&TestLLDesignSoftwareSystemsDesignSystemsProvide(PrototypeUnits)MechHLMechLLProductionTest(Performance)MechanicalsDesignDesignUnits)SupportDvlpUCDPerformIndustrial&PerformUCDIndustrialDesignErgonomicDesignEvaluationsPerformPerformDvlpSystemsDvlpDevelopmentTestEquipmentTest&CertPlanandSupportFunctionalTesting,PerformUCDAudits,isacollaborationLMTofMembersPDTTeam-LeaderFinance-PDTCoreTeamMember,10.TransmitProjectChartertoPDTLeaderFinishProjectCharterTemplate,ReceiveProjectCharterLPDT-03Multi-thread1.ReceiveProjectCharterFromIPMT2.ReceiveMarketSegmentPortfolio3.ReceiveHighLevelCustomerRequirementsFinish,LMTPDTTeam-LeaderFinance-PDTCoreTeamMember,DefineProjectInfrastructureLPDT-05Multi-thread1.InitiateInformationApplications/Databases2.ReceiveStandardProjectManagementTemplatesFinishWBSProjectPlans,InformationDevelopmentNationalLanguageSupport(NLS),DvlpInfoPlanDvlpTranslationPlan,DevelopInformation,PerformTranslation,TestingBmarkPrint,Ship,StockInformationPerformTVT,R&D-PDTCoreTeamMember,R&D-PDTCoreTeamMember,TECHSUPPORTTechSupportMANUFACTURINGManufacturingOperations,PilotProduction,andAdvancedManufacturingEngineeringPROCUREMENTProcurementhMARKETINGMarketPlanning&OperationsCustomerTransition,IDServiceabilityReqsDvlpCust.ServiceSupportStrategyIDManufacturabilityReqsDvlpMfgStrategyPerformSupplierAnalysisDvlpSalesDefineForecast&MarketReqsMarketingStrategyDvlpCustomerTransitionStrategy,DvlpCustomerServiceSupportPlanDevelopMfgPlanDvlpSourcingPlanDevelopMarketingPlanDvlpCustTransitionPlan,ProduceInitialUnitsDevelopManufacturingProcessPerformMfgProcessVerificationProcessDvlpManufacturingNegotiateContractsPrepareforAnnouncement/RFA/Disclosure/Training,StopSupportSupportPrepareforESPProvideOngoingCustomerPrepareCustomerService&SupportBetaSupportESPCustomersCustomerSupportSupportTestingManageSupply/DemandMonitorSupplierPerformanceTakePricingActionsMonitorSales&CustomersPerformMonthlyForecastOfferingEOLEOLPerformCustomerTransitionActivities,TechnicalSupport-PDTCoreTeamMemberManufacturing-PDTCoreTeamMemberProcurement-PDTCoreTeamMember,TechnicalSupport-PDTCoreTeamMemberManufacturing-PDTCoreTeamMemberProcurement-PDTCoreTeamMember,模板,Fulfillment,DvlpFulfillmentStrategy,DevelopFulfillmentPlan,PerformFulfillmentActivities,Setuporderingenv.,Loadchannels,EarlySupportProgram(ESP),DevelopESPApproach,DevelopESPPlan,PerformESPActivities,Sales,SupportDvlpSalesForecast,MakeVolumeCommits,PrepareSalesForce,StartSelling,StopSelling,Marketing-PDTCoreTeamMember,Marketing-PDTCoreTeamMember,Management,Annc=Announce,Dvlp=Develop,HL=HighLevel,Mgm=Management,Specs=Specifications,Output,Avail=AvailabilityBmark=BenchmarkCert=CertificationConfig=ConfigurationCtl=ControlCust=Customer,Elect=ElectricalEngrg=EngineeringEnv=EnvironmentEOL=EndOLifeESP=EarlySupportProgramGA=GeneralAvailability,ID=IdentifyInfo=InformationLL=LowLevelLMT=LifecycleManagementTeamMech=MechanicalsMfg=Manufacturing,Prep=PreparationReqs=RequirementsRFA=RequestForAnnouncementP&L=ProfitandLossSCT=SystemCertificationTest,Suppt=SupportS/W=SoftwareTech=TechnicalTVT=TranslationVerificationTestUCD=UserCenteredDesignWBS=WorkBreakdownStructure,PocketCardMar13,2000,MarketManagementOutput,SetupProjectEnvironment,Market,POP-10,Requirements,POP-10,Multi-thread,POP-ProjectOperationsPerson,AliahThink!,Statement,POP-ProjectOperationsPerson,SetupProjectEnvironment,1.EstablishProj.No.forCharging/Tracking2.SetupPhysicalFacilities3.SecureHardware,SoftwareLicensesandITSupport,Sys/AppsUsed,Finish,SystemsEngineerNote:IncludesQA/ReliabilityElectricalEngineerSoftwareEngineer,SystemsEngineerElectricalEngineerSoftwareEngineer,PMTools,ProjectEnvironmentSetupChecklist,任务1,Template:ProjectCharterTemplateActivityID:IPMT-05DevelopProjectCharterProvideahighlevelsummaryoftheIPMTrequestforanewhardware,software,orservicesofferingincluding:-Thedefinedopportunity/offeringpositioning-Brandormarketsegment,-Theprojectguidelinesrelativetotimingandinvestment,任务2,ProjectCharterTemplateisFormatedintothefollowingareas:Purpose:ProjectNameLaunchtoMarket,IPDPhaseDCPOverviewDescription,FinancePDTCoreTeamMember(FPDT)TheFinancePDTmemberisthefocalpointforallfinancialsupportprocessesrequiredfortheoffering.Commitmentsaremadeonbehalfofallfinancefunctions.TheFinancePDTmemberprovidessupportforfinancialandlegalareaspertainingtothebusinesscase.Offeringfinancialassessments,pricing,businesscases,andlegalpositionissueresolutionareperformedinthisarea.TheFinancePDTmemberrepresentsbusinessplanning,pricing,accountsreceivable,legal,etc.TheresponsibilitiesoftheFinancePDTCoreTeamMemberduringtheConceptPhaseinclude:RefineandCommunicateHighLevel(WBS1)FinancialPlan(FPDT-10)RefineHighLevel(WBS)FinancialPlanTemplateIdentifyKeyFinancialEvents/MilestonesDefineKeyDependencies/AssumptionsDevelopWBSLevel2forProject(FPDT-20)RefineWBSLevel2FinancialTemplatesCombineWBSLevel2forProject(FPDT-25)CombineWBSLevel2FinancialTemplatesCreateOverallRiskAssessment(LPDT-23)IdentifyFinancialRisksandManagementPlans(FPDT)PerformInitialFinancialAssessment(FPDT-30)SizeHWBOMCostorCostofGoodsSold(COGS)(RDPDT)SizeDevelopmentCosts(RDPDT)SizeProductionCosts(MNFPDT)SizeCustomerFulfillmentCosts(MNFPDT)SizeCustomerService&SupportCosts(TSPDT)SizeMarketing,Sales,&TechSalesSupportCosts(MKTPDT),探索可选择概念并提供可替换技术：协作产生多个概念并检查每一个的优缺点；选择一个概念进行进一步的定义；提出并评估融,TaskNameHUAWEIIPDConceptPhaseWBSProjectPlanDevelopProjectCharter(IPMT-05)IdentifyProjectObjectivesDescribeMarketSegmentPortfolioDescribeGeographicalMarketAssumptionsDescribeHighLevelCustomerRequirementsDescribeInitialArchitectureAssumptions,ResourceNamesIPMTIPMTIPMTIPMTIPMT,Segment:CustomerNeedsSummaryUseProfileMarketHistoryCompetitionCompetitivenessofOfferingStrategyObjectivePortfolioPositioning:ProductFamilyRoadmapProjectObjectives:PriceTargetsUniqueProjectGuidelines,SizeLanguageTranslationCosts(RDPDT)SizeCompetitiveCostPosition(RDPDT)DevelopInitialForecastAssumptions(S)EstablishPricingTargets(FPDT)DefineBusinessModel/CriticalAssumptions(FPDT)ValidateInitialTargetMarkets/Prices(MKTPDT),入概念的产品、元器件、制造工艺等的多种技术选择；研究外部,DescribeInitialStandardsAssumptionsDescribeInitialCBB/ReuseObjectives,IPMTIPMT,Team,PDTMemberNames,Assess/VerifyCurrentYearFundingAvailability(FPDT)DevelopInitialBusinessCase/P&L(FPDT)MakeConceptDCPDecision(IPMT-20)PerformConceptPhaseCloseoutPerformFormalPhaseExit(LPDT)Update/CloseInformationApplications/Databases(LPDT)Adjust/ReleaseFunding(FPDT)角色和职责,的产品、元器件和工艺任务描述,DefineInitialQuality(RAS)ObjectivesDefineInitialWarrantyObjectivesFormCorePDTTeam(IPMT-10)IdentifyandAssignPDTLeader13IdentifyandAssignPDTMemberstoProject项目计划,IPMT,模板#,37,各阶段流程的主要业务回顾,CDCP,PDCP,ADCP,LDCP,GA,概念TR1,计划TR2,开发TR3,TR4,验证,TR5,发布,生命周期,概念,计划,开发,验证,发布,生命周期,TR1：产品需求和概念评审TR2：产品规格与概要设计评审,TR4：工程样机评审TR5：转产评审,TR3：详细设计评审38,TR注意事项,TR是谁的责任？,技术专家的作用PDT被充分授权,TR的最终决策者是谁？,TR标准的裁剪问题,TR分层与自检准备,39,TR体系三层架构,子过程,TR3,关联,TR4,关联,TR5,关联,子过程子过程子过程,开始,开始,开,结束,结,结束,始,TRn,束IPDTR评审会子评审内部评审子过程活动配合关系,40,内容提要,一、为什么要IPD？二、IPD是什么？,三、IPD管理体系下的决策模式四、IPD管理体系下的产品开发五、跨部门团队的绩效如何考核？六、IPD如何实施？七、问题研讨,41,PDT核心成员定位,核心小组的职能专家,核心代表,LPDT,解决问题,在设计和项目决策时代表职能部门共同负责小组的最终结果对计划、预算、关键问题等的进展情况进行汇报,扩展组成员职,对职能部门的交付负责与职能部门的沟通,核心代表,能部,向职能部门经理汇报项目情况应用职能部门的策略、工具和标准,门协同扩展小组的活动,扩展组成员,管理职能部门的项目计划和预算负责PDT与职能部门间的信息交换在职能部门内对设计/项目进行评审,42,职能部门主管定位,提供技术领导定义职能部门的策略、指导原则、工具和标准,职能部门项目项目1项目2项目3,协调跨项目的技术合作制定并维护支撑产品开发流程的指导方针发展并管理职能部门建立优异的职能部门团队执行职能部门预算雇佣/解雇、培训员工及对员工进行绩效考评领导职能部门项目支持PDT工作确定参与项目开发的人员及资源参与产品开发过程中的相关评审,43,资源线与产品线的关系,矩阵运作产品线用人资源线培养人养兵与调兵44,矩阵运作模式下的考核关系,参与PDT运作的成员如何考核？产品线主考？资源线主考？分别按权重考核？第三方（HR）主考？、为什么？45,PDT成员基于项目阶段的考核关系【考核关系】1、项目阶段回顾（基于项目阶段）：项目开始前团队成员共同作好绩效承诺书，项目阶段的考核结果和项目意见作为功能部门考核的重要输入。,被考核角色PDT经理PDT核心组成员扩展组,评价责任人IPMTPDT经理PDT核心组成员,46,员,PDT成员的季度/年度考核关系2、功能部门考核（基于时间：季度和年度）功能部门直接主管根据项目组提供的项目阶段考核结果及意见，按公司比例进行均衡，整合出考核结果。,被考核角色PDT经理,考核意见提供者IPMT,一级考核者功能部门直,二级考核者功能部门主管,接主管,PDT核心组成员,PDT经理,功能部门直,功能部门主管,接主管,PDT,全职在1个项目,PDT核心组成员,功能部门直接