产品开发流程管理Word文档格式.docx
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PIMlifecycle
1.PurposeandApplicationField
Purpose
ThismanualdescribeshowtoimplementaprojectforthedevelopmentofaGlobalProductOffer:
-Theproduct
-Theaccessories
-Theendtoendsolutions
-Theservices
ApplicationField
Thismanualappliestoallprojectscarriedoutin某forthepurposeofdefining,designing,constructingandtheproductbasicelementsofacommercialproposal.Themethoddescribedheremustbeadaptedtoeachprojectinlinewiththeconstrainspecifictotheproductofferinquestion.
2.Responsibility
ThePIMisaccompaniedbyaProjectDevelopmentPlan(PDP)undertheresponsibilityoftheProjectManagerandinkeepingwiththebasicprocedure;
inincludesinparticularanyadaptations/simplificationoftheprocedure.
Projectcoreteamresponsibility,see
3.ReferenceDocument
None
4.Description
4.1ProjectLifeCycle
Thelifecycleofaprojectismadeupofthefollowingasshownintheattachedfigure:
-Lifecycleofaproduct
-Salescycleofaproductoffer
Postcommercialization(AfterSales)
Theimplementationofaprojectisbasedoncompliancewiththislifecycle,splitintophases.
Everyphase,exceptthelast,finisheswithanend-of-phasereviewcalled“adecisionreview”(DR)representingaformaldecision-makingprocess.Thefinalphase,calledthe“end-of-life”,isinitiatedbyadecisionreviewinwhichthephaseisplanned.
A“Phase”ischaracterizedbyaspecificobjectiveandresponsibilityfortheperformanceoftheactivitiesrequiredforthis“phase”tobecompletedinassignedtoa“ProjectManager”.
DRListDR
PHASES
DECISIONREVIEW
OpportunityStudy
OpportunityReview(KickOffReview)
FeasibilityStudy
Review
Specification
CommitmentReview
PrototypeDevelopment
StartReview
(*)
upIntegrationReview
PrototypeIntegrationReview
PerformanceandProcessValidationReview
CommercialKick-off
Kick-offReview
CommercialPreparation
LaunchReview
FirstShipment
ShipmentReview
ProductionRamp-up
ReleaseReview
MassProduction
EndofPhasekickoff
QualificationReview
EndofphaseKick-offReview
ChangetoEndoflifeReview
EndofLife
(*):
Dependingonthecomplexityofradio/digitaldevelopment,theprojectteamcandecidetoskipthemockupdevelopmentphase.
4.2Projectorganizationandmanagement
4.2.1Definition
ThePIMisintendedtoapplytothedefinition,design,constructionandproductionofthebaseelementsofourcommercialoffer(product,accessories,end-to-endsolutions.).
-ProductsManaged
-Purchasedproducts(developedormanufacturedtospecificationsordocumentfiles).
-Compatibilitywithservicesprovideroffer,PCorPDAoffer
ThefollowinggeneralobjectivesvalidatedatDR1,arethereferencefortheproject.
-Schedule(decisionreviews…)
-Quality(FPY,returnrate…)
-Quantity(Rampup,productioncapacity…)
-Cost(FCP,budget…)
-ProductCharacteristics(Marketingspecifications,ordersanddeliveriesprocess,…)
-ProductWarranty(Duration,responsibility,…)
-Liabilities
-SupplyChain(Rules,ordersanddeliveriesprocess,…)
TheyareallmentionedinPDP.
Incaseofpartnersand/orsubcontractors,bothwillagree.
4.2.2ProjectStructure
Projectsareorganizedintophases.EachphaseendswithaDecisionReview.
Phase
Eachphasehasaspecificobjectivewithdedicatedactivities.Ittransformsspecificinputsintooutputs.
Responsibilityfortheperformanceoftheactivitiesrequiredforaphasetobecompletedisassignedtotheprojectmanager.
Adecisionreviewisperformedattheendofeachphaseinordertovalidatetheoutputsandtoacknowledgethetransitiontothenextphase.
See:
PIMchecklist:
CheckList
toCheckList
Checklist
ProjectDevelopmentPlan
TheconditionsforapplyingtheprojectperformancemethodologytoagivencasearedefinedintheProjectDevelopmentPlandrawnupbytheprojectmanagerforDR1.
4.2.3DecisiontoCreateAProject
Theconceptofaprojectisinseparableformthecompany’scommitmenttoinvesttheresource(human,materialandfinancial)neededtoenlargeitsrange.
AprojectisundertakenfollowingaDecisionReviewcalled“KickoffReview”or“OR-OpportunityReview”.
Theprocessofdefiningtheprojectandsettinguptheprojectteamandtheassociatedbudgetisagradualoneinvolvingphasesofmarketinganalysisandspecification.
AbudgetlineisstartedattheOR.
Thecompany’scommitmenttocarryoutaprojectismadeofficialbyaDecisionReviewcalledthe“ProjectCommitmentReview”or“DR1”.
4.2.4BuildingTheProjectTeam
TheProjectCoreTeamisappointed(partialorcomplete):
-Topreparethe(OpportunityReview).
Atthe,appointmentofapartialorcompleteProjectCoreTeamtoprepareandpresenttheDR0.
(Includingthedevelopmentoftechnologicalbricks,ifneeded).
-TherequestedresourcestopreparetheDR0mustbedefinedandscheduled.
Atlease,theProjectCoreTeamdedicatedtoaProjectisappointedattheDR0.
(*)Ifneeded:
Majortechnologicalgaps(ex:
newreferencedesign,newproductconcept,newtechno:
HWD/SWD)
Accordingtoprojectrequirements,theprojectteamismadeupofpermanentorassignedmembers,andexpertsmaybeco-optedtomeetspecificneeds.Ifgenerallycomprises:
ProjectManager
PJM
ProductManager
PDM
TechnicalProjectManager
TPM
IndustrialProjectManager
IPM
PurchasingProjectManager
PPM
QualityProjectManager
QPM
CustomerServiceProjectManager
CPM
OperationProjectManager
OPM(*)
SoftwareProjectManager
SPM
HardwareProjectManager
HPM
MechanicalProjectManager
MPM
ValidationProjectManager
VPM(*)
OPM&
VPMexistonlyforWNVbrandproject.(seeAppendixIProjectcoreteamorganizationchart).
4.2.5ProjectScopeChangeControl
ForDR1onwards,anychangeaffectingthedefinitionoftheproductand/oralterationsofcharacteristics,forwhateverreason,aresubjecttoaspecificprocess
ECR/ECN-Productchangemanagementprocedure
4.2.6AllocationAndConsolidation(ResourcesAndBudget)
TheresourcesandexpenditurepriortoDR1areallocatedattheOR,andreviewedatDR0bytheBUdirector.
ThefinalbudgetallocatedtoaprojectisvalidatedatDR1.ItmustcomprisethephasesfromDR1toDR5.
Asregardsofthededicatedtooling,commitmentsareauthorizedattheToolStart,apartfromafewexceptions(cfsectionabove)
ThisbudgethastobeconsolidatedbottomupbytheBUdirector.
Withinthelimitsofthebudgetallocations,theProjectManagerisresponsibleforhowresourcesandexpenditurearecommitted.
Budgetapprovalwillbereleasedandre-approvalperiodicallyandminimumateachDesignreview.Incaseofpartnersand/orsubcontractors,bothwillagree.
4.2.7SchedulingAndProgressFollow-up
ThegeneralschedulevalidatedatDR1,isthereferenceschedulefortheproject.Incaseofpartnersand/orsubcontractors,bothwillagree.
Ongoingconsolidationandadjustmentofthegeneralscheduletakeplaceduringtheweeklyorbi-monthlyprojectprogressmeetingsheadedbytheProjectManager.Allthesemeetingsarerecordedandupdatedactionpointandriskfollow-uplistsaredrawnup.
Aformal,concise,relevantprogressreporttothedirectorsismadeonamonthlybasis,fromDR0toDR5.Themainobjectiveistoreportcritical/majorrisks.Thepresentationcontainsthefollowingitems:
-Highlightsforthepreviousmonth
-ProjectsRisksTOP5onglobalproductoffer
-OtherProjectsRisks/mainproblems(ifnecessary,otherwiseinthereport)
-Q/C/TProjectIndicators(Planning,Budget,FPC,Quality)
-MainDecisionstakenthepreviousmonthortotakeduringthepresentation.ifnecessary
-Otherindicators(ifnecessary,otherwiseinthereport)
-Highlightsforthecurrentmonth
Aformalprogressreportisrecordedandsenttothemanagementaccordingtothediffusionlistwithinparticularthesynthesisofactionsanddecisionstakenduringthereview.
Inaddition,everyDRwillbefollowedbyadebriefingbytheprojectteam,forallteamsinvolvedinthephasesoftheproject,possiblywiththeinvolvementofthedirectors.
MonitoringisalsodonebyALLmembersoftheteamwithaweeklyorby-monthlyprogressreportandlistofactionpoint.
4.3MissionsSheet
MissionsofProductProjectTeam’sMembers
4.3.1ProjectManager(PJM)
TheprojectmanagerisresponsibleforachievingthecommitmentsvalidatedatDR1.Heactsasarbiterwithinhisteam,foroptimizationfortheQ/C/Tobjectives.
Thesemissions:
-Manageallthespecification(systemlevel)fortheproduct.
Drivethecoreteammanagement(weeklymeetingwiththebasicprojectteam,conflictresolution…).Andtakeauthorizationofcoreteammembers’performanceevaluation.
-DefineandapplytheProjectDevelopmentPlanfortheprojectQ/C/Tobjectives.
-Coordinatetheactivitiesrelatingtothedevelopment,industrializationandcommercialpreparationoftheproductoffer.(Releases…)
-Carryouttheprojectreporting(indicator,.)
-AssurethattheobjectivessuchasCost-Timetomarketrampup,areconsistentwiththeinitialproductP&
L…objectivespresentedatDR1andadjustedatDR3(FOPDI).
-CoordinatewithBUdirect