产品开发流程管理Word文档格式.docx

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