最新PIM-产品开发流程管理文档.doc

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1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-datePIM-产品开发流程管理文档Project Implementation ManualProduct Implementation ManualDate日期Version版本Comments备注2017-10-091.0Rewrite of Document for SISFunction职位Name姓名Date日期Signature签名Written by拟定Ver

2、ified by审核Verified by审核Approved by批准-PIM lifecycleMIR/TSRPIRProduction ramp upFeasibility studyOpportunity studySpecificationPrototype developmentProduction start upMass productionEnd of lifeMockupProto*PIOCommercial kick offCommercial preparationLot 0Lot 1Technological brick developmentTechnologica

3、l brick Integration (RIP -Ptf)DR3ORDR0DR1DR5DR6DR2DR4PROJECT CORE TEAMQUALIFIED PROJECT CORE TEAM CKR DR3CKR DR6Product creation phaseDevelopment phaseQualification phaseRamp up phasea testsb tests FSR1. Purpose and Application Field 1.1 Purpose This manual describes how to implement a project for t

4、he development of a Global Product Offer:- The product- The accessories- The end to end solutions- The services1.2 Application Field This manual applies to all projects carried out in 某 for the purpose of defining, designing, constructing and the product basic elements of a commercial proposal. The

5、method described here must be adapted to each project in line with the constrain specific to the product offer in question.2. Responsibility The PIM is accompanied by a Project Development Plan (PDP) under the responsibility of the Project Manager and in keeping with the basic procedure; in includes

6、 in particular any adaptations/ simplification of the procedure.Project core team responsibility, see 4.33. Reference Document None4. Description 4.1 Project Life Cycle The life cycle of a project is made up of the following as shown in the attached figure:- Life cycle of a product- Sales cycle of a

7、 product offerPost commercialization (After Sales) The implementation of a project is based on compliance with this life cycle, split into phases.Every phase, except the last, finishes with an end- of- phase review called “ a decision review” (DR) representing a formal decision- making process. The

8、final phase, called the “end- of- life”, is initiated by a decision review in which the phase is planned.A “Phase” is characterized by a specific objective and responsibility for the performance of the activities required for this “phase” to be completed in assigned to a “Project Manager”.DR List DR

9、PHASES DECISION REVIEW Opportunity StudyO.ROpportunity Review (Kick Off Review)Feasibility StudyD.R.0Feasibility ReviewSpecificationD.R.1Project Commitment ReviewPrototype DevelopmentT.S.RTool Start Review M.I.R (*)P.I.RMock up Integration Review Prototype Integration ReviewD.R.2Product Performance

10、and Process Validation ReviewCommercial Kick- offC.K.RCommercial Kick-off ReviewCommercial PreparationD.R.3Commercial Launch ReviewFirst Shipment F.S.RFirst Shipment ReviewProduction Ramp- upD.R.4Product Release ReviewMass ProductionEnd of Phase kick offMass ProductionD.R.5C.K.RD.R.6Full Qualificati

11、on ReviewEnd of phase Kick-off ReviewChange to End of life ReviewEnd of Life(*): Depending on the complexity of radio/ digital development, the project team can decide to skip the mock up development phase.4.2 Project organization and management4.2.1 Definition The PIM is intended to apply to the de

12、finition, design, construction and production of the base elements of our commercial offer (product, accessories, end- to- end solutions e.g.).- Products Managed - Purchased products (developed or manufactured to specifications or document files).- Compatibility with services provider offer, PC or P

13、DA offerThe following general objectives validated at DR1, are the reference for the project.- Schedule(decision reviews )- Quality(FPY, return rate )- Quantity(Ramp up, production capacity )- Cost(FCP, budget )- Product Characteristics(Marketing specifications, orders and deliveries process,)- Prod

14、uct Warranty(Duration, responsibility,)- Liabilities- Supply Chain(Rules, orders and deliveries process, )They are all mentioned in PDP.In case of partners and/ or subcontractors, both will agree.4.2.2 Project Structure Projects are organized into phases. Each phase ends with a Decision Review.Phase

15、 Each phase has a specific objective with dedicated activities. It transforms specific inputs into outputs.Responsibility for the performance of the activities required for a phase to be completed is assigned to the project manager.A decision review is performed at the end of each phase in order to

16、validate the outputs and to acknowledge the transition to the next phase.See: PIM check list:O.RO.R Check ListD.R.0D.R.0 Check ListD.R.1D.R.1 Check ListD.R.2D.R.2 Check List (including P.I.R)C.K.R./ D.R.3F.S.RC.K.R to D.R.3 Check ListF.S.R ChecklistD.R.4D.R.4 Check ListD.R.5D.R.5 Check ListD.R.6D.R.

17、6 Check ListProject Development Plan The conditions for applying the project performance methodology to a given case are defined in the Project Development Plan drawn up by the project manager for DR1.4.2.3 Decision to Create A Project The concept of a project is inseparable form the companys commit

18、ment to invest the resource (human, material and financial) needed to enlarge its range.A project is undertaken following a Decision Review called “Kick off Review” or “OR- Opportunity Review”.The process of defining the project and setting up the project team and the associated budget is a gradual

19、one involving phases of marketing analysis and specification.A budget line is started at the OR.The companys commitment to carry out a project is made official by a Decision Review called the “Project Commitment Review” or “DR1”.4.2.4 Building The Project Team The Project Core Team is appointed (par

20、tial or complete):- To prepare the O.R (Opportunity Review).At the O.R, appointment of a partial or complete Project Core Team to prepare and present the DR0.(Including the development of technological bricks, if needed).- The requested resources to prepare the DR0 must be defined and scheduled.At l

21、ease, the Project Core Team dedicated to a Project is appointed at the DR0.(*) If needed: Major technological gaps (ex: new reference design, new product concept, new techno: HWD/SWD)According to project requirements, the project team is made up of permanent or assigned members, and experts may be c

22、o- opted to meet specific needs. If generally comprises:Project ManagerPJMProduct ManagerPDMTechnical Project ManagerTPMIndustrial Project ManagerIPM Purchasing Project ManagerPPMQuality Project ManagerQPMCustomer Service Project Manager CPMOperation Project ManagerOPM(*)Software Project ManagerSPMH

23、ardware Project ManagerHPMMechanical Project ManagerMPMValidation Project ManagerVPM(*)OPM & VPM exist only for WNV brand project. (see Appendix I Project core team organization chart).4.2.5 Project Scope Change ControlFor DR1 onwards, any change affecting the definition of the product and/ or alter

24、ations of characteristics, for whatever reason, are subject to a specific processECR/ECN- Product change management procedure4.2.6 Allocation And Consolidation (Resources And Budget) The resources and expenditure prior to DR1 are allocated at the OR, and reviewed at DR0 by the BU director.The final

25、budget allocated to a project is validated at DR1. It must comprise the phases from DR1 to DR5. As regards of the dedicated tooling, commitments are authorized at the Tool Start, apart from a few exceptions (cf section above)This budget has to be consolidated bottom up by the BU director.Within the

26、limits of the budget allocations, the Project Manager is responsible for how resources and expenditure are committed.Budget approval will be released and re-approval periodically and minimum at each Design review. In case of partners and/or subcontractors, both will agree.4.2.7 Scheduling And Progre

27、ss Follow- up The general schedule validated at DR1, is the reference schedule for the project. In case of partners and/or subcontractors, both will agree.Ongoing consolidation and adjustment of the general schedule take place during the weekly or bi-monthly project progress meetings headed by the P

28、roject Manager. All these meetings are recorded and updated action point and risk follow-up lists are drawn up.A formal, concise, relevant progress report to the directors is made on a monthly basis, from DR0 to DR5. The main objective is to report critical/major risks. The presentation contains the

29、 following items:- Highlights for the previous month- Projects Risks TOP 5 on global product offer - Other Projects Risks / main problems (if necessary, otherwise in the report)- Q/C/T Project Indicators (Planning, Budget, FPC, Quality)- Main Decisions taken the previous month or to take during the

30、presentation. if necessary- Other indicators (if necessary, otherwise in the report)- Highlights for the current monthA formal progress report is recorded and sent to the management according to the diffusion list with in particular the synthesis of actions and decisions taken during the review.In a

31、ddition, every DR will be followed by a debriefing by the project team, for all teams involved in the phases of the project, possibly with the involvement of the directors.Monitoring is also done by ALL members of the team with a weekly or by-monthly progress report and list of action point.4.3 Miss

32、ions Sheet Missions of Product Project Teams Members 4.3.1 Project Manager (PJM)The project manager is responsible for achieving the commitments validated at DR1. He acts as arbiter within his team, for optimization for the Q/C/T objectives.These missions:- Manage all the specification (system level

33、) for the product.Drive the core team management (weekly meeting with the basic project team, conflict resolution ). And take authorization of core team members performance evaluation.- Define and apply the Project Development Plan for the project Q/C/T objectives.- Coordinate the activities relatin

34、g to the development, industrialization and commercial preparation of the product offer. (Releases )- Carry out the project reporting (indicator, e.g.)- Assure that the objectives such as Cost- Time to market ramp up, are consistent with the initial product P&Lobjectives presented at DR1 and adjuste

35、d at DR3 (FOPDI).- Coordinate with BU director all the actions defined and follow their implementation in the project.He has to take care of all aspects which can significantly change the P&L of the product and make decisions or proposal to the directions when this is relevant.In case of partners an

36、d /or subcontractors, the project Manager centralizes all information flow between the partners and /or subcontractors and 某 (included non-conformity, warning, customers problem, preventives action) with the support of the QPM. 4.3.2 Product Manager (PDM) 产品经理He/she is the representative of the proj

37、ect for the downstream departments Product & Solutions, Sales & Marketing, Communication, Design, Pack & translation.These missions:- Define of the full product offer, including design, packaging, ergonomic and graphic presentation choices, customization needs, and shop cost and margin objectives. E

38、laborate MU, ID card and the Product Functional Specification.- Drive the core team management (weekly meeting with his/her team, conflict resolution , ) it means co-ordination of the activities involved in ergonomic specifications , design, translation, packaging, user manual, commercial launch and

39、 market analysis.- Define the messages translation, the user manuals and the product releases.- Ensure that the commercial tools required for the product launch are available.- Realize the product information (pricing strategy) in the Business Plan.- Responsible of the product Q.C.T.4.3.3 Technical

40、Project Manager (TPM)The technical project manager is responsible for the technical choices and performances of the global product offer within the project, incorporating the Q/C/T criteria. He is responsible for ensuring consistency in the choices between the hardware, software and mechanical parts

41、. These missions:- Insure of the system specifications integration- Insure of the technical part of the development plan and technical documentation- Technical interface with the production centre / validation / Product and Solutions- Overall technical activities relating to the development /integra

42、tion (technical co-ordination: hardware, software and mechanical.)4.3.4 Industrial Project Manager (IPM)The IPM manages the industrialization of the product for production, industrial validation of the components including multi-source components. The IPM ensures that the technical solutions are con

43、sistent with the production process and the quantity, scheduling, quality and production cost targets.He is the interface between the Sub-contractor and the Core-team, during the industrialization process and mass production (Incoming inspection, production process, customization process, packaging

44、process, procurement process, service after sales process, sub-contracting production process, overseas production process transfer) and he drives the industrial core team management.These missions:- Be responsible for the industrialization plan and industrial objectives for the project, suggest ind

45、ustrial process orientation (new technologies); advise on industrial choice.- Monitor compliance with production cost targets and taking corrective measures to reduce non-quality costs; be responsible of target presented for DR1 and mentioned into the industrial plan - in order to reach cost target

46、fixed for DR0.- Write and implement the product/process quality control plan.- Realize pilot runs (from mock-up), analyze production results and apply corrective action plan to improve quality level.- Build up NPI budget and specific jig and tool budget (jigs and tools for, customization, and packaging).- Monitor the development or adaptation of production lines (machines, test and repair tools) for the project. (From Incoming Inspection to CCS via Global Operation Department, including subcontracting production and overseas pr