PIM产品开发流程管理

集团标准化工作小组#Q8QGGQT-GX8G08Q8-GNQGJ8-MHHGN#PIM产品开发流程管理ProductImplementationManualDate日期Version版本Comments备注2017-10-09RewriteofDocumentforSISFunction职位Name姓名Date日期Signature签名Writtenby拟定Verifiedby审核Verifiedby审核Approvedby批准PIMlifecycleMIR/TSRPIRProductionrampupFeasibilitystudyOpportunitystudySpecificationPrototypedevelopmentProductionstartupMassproductionEndoflifeMockupProto*PIOCommercialkickoffCommercialpreparationLot0Lot1TechnologicalbrickdevelopmentTechnologicalbrickIntegration(RIP-Ptf)DR3ORDR0DR1DR5DR6DR2DR4PROJECTCORETEAMQUALIFIEDPROJECTCORETEAMCKRDR3CKRDR6ProductcreationphaseDevelopmentphaseQualificationphaseRampupphaseteststestsFSRPurposeandApplicationFieldPurposeThismanualdescribeshowtoimplementaprojectforthedevelopmentofaGlobalProductOffer:TheproductTheaccessoriesTheendtoendsolutionsTheservicesApplicationFieldThismanualappliestoallprojectscarriedoutin某forthepurposeofdefining,designing,constructingandtheproductbasicelementsofacommercialproposal.Themethoddescribedheremustbeadaptedtoeachprojectinlinewiththeconstrainspecifictotheproductofferinquestion.ResponsibilityThePIMisaccompaniedbyaProjectDevelopmentPlan(PDP)undertheresponsibilityoftheProjectManagerandinkeepingwiththebasicprocedure;inincludesinparticularanyadaptations/simplificationoftheprocedure.Projectcoreteamresponsibility,seeReferenceDocumentNoneDescriptionProjectLifeCycleThelifecycleofaprojectismadeupofthefollowingasshownintheattachedfigure:LifecycleofaproductSalescycleofaproductofferPostcommercialization(AfterSales)Theimplementationofaprojectisbasedoncompliancewiththislifecycle,splitintophases.Everyphase,exceptthelast,finisheswithanend-of-phasereviewcalled“adecisionreview”(DR)representingaformaldecision-makingprocess.Thefinalphase,calledthe“end-of-life”,isinitiatedbyadecisionreviewinwhichthephaseisplanned.A“Phase”ischaracterizedbyaspecificobjectiveandresponsibilityfortheperformanceoftheactivitiesrequiredforthis“phase”tobecompletedinassignedtoa“ProjectManager”.DRListDRPHASESDECISIONREVIEWOpportunityStudyOpportunityReview(KickOffReview)FeasibilityStudyReviewSpecificationCommitmentReviewPrototypeDevelopmentStartReview(*)upIntegrationReviewPrototypeIntegrationReviewPerformanceandProcessValidationReviewCommercialKick-offKick-offReviewCommercialPreparationLaunchReviewFirstShipmentShipmentReviewProductionRamp-upReleaseReviewMassProductionEndofPhasekickoffMassProductionQualificationReviewEndofphaseKick-offReviewChangetoEndoflifeReviewEndofLife(*):Dependingonthecomplexityofradio/digitaldevelopment,theprojectteamcandecidetoskipthemockupdevelopmentphase.ProjectorganizationandmanagementDefinitionThePIMisintendedtoapplytothedefinition,design,constructionandproductionofthebaseelementsofourcommercialoffer(product,accessories,end-to-endsolutions.).ProductsManagedPurchasedproducts(developedormanufacturedtospecificationsordocumentfiles).Compatibilitywithservicesprovideroffer,PCorPDAofferThefollowinggeneralobjectivesvalidatedatDR1,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.ProjectStructureProjectsareorganizedintophases.EachphaseendswithaDecisionReview.PhaseEachphasehasaspecificobjectivewithdedicatedactivities.Ittransformsspecificinputsintooutputs.Responsibilityfortheperformanceoftheactivitiesrequiredforaphasetobecompletedisassignedtotheprojectmanager.Adecisionreviewisperformedattheendofeachphaseinordertovalidatetheoutputsandtoacknowledgethetransitiontothenextphase.See:PIMchecklist:CheckListCheckListCheckListtoCheckListChecklistCheckListCheckListCheckListProjectDevelopmentPlanTheconditionsforapplyingtheprojectperformancemethodologytoagivencasearedefinedintheProjectDevelopmentPlandrawnupbytheprojectmanagerforDR1.DecisiontoCreateAProjectTheconceptofaprojectisinseparableformthecompany’scommitmenttoinvesttheresource(human,materialandfinancial)neededtoenlargeitsrange.AprojectisundertakenfollowingaDecisionReviewcalled“KickoffReview”or“OR-OpportunityReview”.Theprocessofdefiningtheprojectandsettinguptheprojectteamandtheassociatedbudgetisagradualoneinvolvingphasesofmarketinganalysisandspecification.AbudgetlineisstartedattheOR.Thecompany’scommitmenttocarryoutaprojectismadeofficialbyaDecisionReviewcalledthe“ProjectCommitmentReview”or“DR1”.BuildingTheProjectTeamTheProjectCoreTeamisappointed(partialorcomplete):Topreparethe(OpportunityReview).Atthe,appointmentofapartialorcompleteProjectCoreTeamtoprepareandpresenttheDR0.(Includingthedevelopmentoftechnologicalbricks,ifneeded).TherequestedresourcestopreparetheDR0mustbedefinedandscheduled.Atlease,theProjectCoreTeamdedicatedtoaProjectisappointedattheDR0.(*)Ifneeded:Majortechnologicalgaps(ex:newreferencedesign,newproductconcept,newtechno:HWD/SWD)Accordingtoprojectrequirements,theprojectteamismadeupofpermanentorassignedmembers,andexpertsmaybeco-optedtomeetspecificneeds.Ifgenerallycomprises:ProjectManagerPJMProductManagerPDMTechnicalProjectManagerTPMIndustrialProjectManagerIPMPurchasingProjectManagerPPMQualityProjectManagerQPMCustomerServiceProjectManagerCPMOperationProjectManagerOPM(*)SoftwareProjectManagerSPMHardwareProjectManagerHPMMechanicalProjectManagerMPMValidationProjectManagerVPM(*)OPM&VPMexistonlyforWNVbrandproject.(seeAppendixIProjectcoreteamorganizationchart).ProjectScopeChangeControlForDR1onwards,anychangeaffectingthedefinitionoftheproductand/oralterationsofcharacteristics,forwhateverreason,aresubjecttoaspecificprocessECR/ECN-ProductchangemanagementprocedureAllocationAndConsolidation(ResourcesAndBudget)TheresourcesandexpenditurepriortoDR1areallocatedattheOR,andreviewedatDR0bytheBUdirector.ThefinalbudgetallocatedtoaprojectisvalidatedatDR1.ItmustcomprisethephasesfromDR1toDR5.Asregardsofthededicatedtooling,commitmentsareauthorizedattheToolStart,apartfromafewexceptions(cfsectionabove)ThisbudgethastobeconsolidatedbottomupbytheBUdirector.Withinthelimitsofthebudgetallocations,theProjectManagerisresponsibleforhowresourcesandexpenditurearecommitted.Budgetapprovalwillbereleasedandre-approvalperiodicallyandminimumateachDesignreview.Incaseofpartnersand/orsubcontractors,bothwillagree.SchedulingAndProgressFollow-upThegeneralschedulevalidatedatDR1,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)-HighlightsforthecurrentmonthAformalprogressreportisrecordedandsenttothemanagementaccordingtothediffusionlistwithinparticularthesynthesisofactionsanddecisionstakenduringthereview.Inaddition,everyDRwillbefollowedbyadebriefingbytheprojectteam,forallteamsinvolvedinthephasesoftheproject,possiblywiththeinvolvementofthedirectors.MonitoringisalsodonebyALLmembersoftheteamwithaweeklyorby-monthlyprogressreportandlistofactionpoint.MissionsSheetMissionsofProductProjectTeam’sMembersProjectManager(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).-CoordinatewithBUdirectoralltheactionsdefinedandfollowtheirimplementationintheproject.HehastotakecareofallaspectswhichcansignificantlychangetheP&Loftheproductandmakedecisionsorproposaltothedirectionswhenthisisrelevant.Incaseofpartnersand/orsubcontractors,theprojectManagercentralizesallinformationflowbetweenthepartnersand/orsubcontractorsand某(includednon-conformity,warning,customers’problem,preventivesaction…)withthesupportoftheQPM.ProductManager(PDM)产品经理He/sheistherepresentativeoftheprojectforthedownstreamdepartments–Product&Solutions,Sales&Marketing,Communication,Design,Pack&translation.Thesemissions:-Defineofthefullproductoffer,includingdesign,packaging,ergonomicandgraphicpresentationchoices,customizationneeds,andshopcostandmarginobjectives.ElaborateMU,IDcardandtheProductFunctionalSpecification.-Drivethecoreteammanagement(weeklymeetingwithhis/herteam,conflictresolution,…)itmeansco-ordinationoftheactivitiesinvolvedinergonomicspecifications,design,translation,packaging,usermanual,commerciallaunchandmarketanalysis.-Definethemessagestranslation,theusermanualsandtheproductreleases.-Ensurethatthecommercialtoolsrequiredfortheproductlaunchareavailable.-Realizetheproductinformation(pricingstrategy)intheBusinessPlan..-TechnicalProjectManager(TPM)Thetechnicalprojectmanagerisresponsibleforthetechnicalchoicesandperformancesoftheglobalproductofferwithintheproject,incorporatingtheQ/C/Tcriteria.Heisresponsibleforensuringconsistencyinthechoicesbetweenthehardware,softwareandmechanicalparts.Thesemissions:-Insureofthesystemspecificationsintegration-Insureofthetechnicalpartofthedevelopmentplanandtechnicaldocumentation-Technicalinterfacewiththeproductioncentre/validation/ProductandSolutions-Overalltechnicalactivitiesrelatingtothedevelopment/integration(technicalco-ordination:hardware,softwareandmechanical.)IndustrialProjectManager(IPM)TheIPMmanagestheindustrializationoftheproductforproduction,industrialvalidationofthecomponentsincludingmulti-sourcecomponents.TheIPMensuresthatthetechnicalsolutionsareconsistentwiththeproductionprocessandthequantity,scheduling,qualityandproductioncosttargets.HeistheinterfacebetweentheSub-contractorandtheCore-team,duringtheindustrializationprocessandmassproduction(Incominginspection,productionprocess,customizationprocess,packagingprocess,procurementprocess,serviceaftersalesprocess,sub-contractingproductionprocess,overseasproductionprocesstransfer)andhedrivestheindustrialcoreteammanagement.Thesemissions:-Beresponsiblefortheindustrializationplanandindustrialobjectivesfortheproject,suggestindustrialprocessorientation(newtechnologies…);adviseonindustrialchoice.-Monitorcompliancewithproductioncosttargetsandtakingcorrectivemeasurestoreducenon-qualitycosts;beresponsibleoftargetpresentedforDR1andmentionedintotheindustrialplan-inordertoreachcosttargetfixedforDR0.-Writeandimplementtheproduct/processqualitycontrolplan.-Realizepilotruns(frommock-up),analyzeproductionresultsandapplycorrectiveactionplantoimprovequalitylevel.-BuildupNPIbudgetandspecificjigandtoolbudget(jigsandtoolsfor,customization,andpackaging).-Monitorthedevelopmentoradaptationofproductionlines(machines,testandrepairtools)fortheproject.(FromIncomingInspectiontoCCSviaGlobalOperationDepartment,includingsubcontractingproductionandoverseasproduction).-Planandfollowprocessqualificationplanregardingprojectplanning;verifythecoherencebetweenprocessqualificationplanandcapacityneedsaccordingtotheFOPDItillDR5.-EstablishtheproductionRamp-upinthestart-upphase;-Warrantythecomponentindustrialvalidation.-Warrantytechnicalleveloftheproductregardingprojectrequirementandbeinchargeofproducingmanufacturedandsoldproducttechnicalleveldocument.-Procuretoolingsuppliesstartingwiththeprototypes/mock-upandthenthePTP(ProductionToolingPrototype),andthepre-serieslots.PurchasingProjectManager(PPM)Inchargeofimplementingthepurchasingstrategyfortheproject.Thesemissions:-Prepareandmanagethepurchasingplan.-OverseethesetupofPPQAandthefollow-upofitsimplementation.-Monitorexternalexpenditurefortheproject(supplies,externaltooling),thematerialcostsoftheproduct(BOMcost).-Ensuringthatthepurchasingstrategyisimplemented.-Ensuringconsistencyofsuppliercapacities(needcommitment)withtheneedsdefinedintheplan(DR1,FOPDI).-RepresenttheprojecttothePurchasingDepartment,actingastheinterfacewithprojectteamandEMS,throughCSAimplementprocurement,andensurematerialdeliveryontimetomeettherampupplanning.QualityProjectManager(QPM)TheQPMrepresentsthecustomerwithintheprojectteam.HeguaranteestheProduct–ProcessQualificationintermsofcustomerrepresentative.HeisthesingleinterfaceofQualityundertheProject.Theseresponsibilities:-Projectqualitystrategydefinitionanddeployment.-Guaranteetheproductqualificationintermsofvalidationofthequalificationtest,analysisofthetestsresults,qualificationmeansaudit.-Insuretheanimationoftheimprovementloopofqualityinconception(monitorthecomponentsqualificationthroughPLM-QualicompDatabase)andproducts.-Managethepreventiveproceduresimplementationbasedonthequalitytoolsimplementation(functionalanalyses,FMEAprocedure…).-Guaranteethatthedevelopmentsarecarriedoutinaccordancewiththeprescribedmethodologies(PIM,componentqualificationguide,productqualificationguide,anyspecificmethodologiesapplicabletothecompetencecentersengagesintherealizationoftheproject).-Drivealltheinternalfields’tests(alpha&beta…)-Managetheoperator’sandcustomeraudits.CustomerServiceProjectManager(CPM)Inchargeofimplementingcustomerservicestrategyfortheproject.Themissions:-Takeintoaccounttheservicestrategyoflevel1,2and3.-Definethemaintenanceplanandrepairstrategy;includingrepaircentrecreation;tools;sample;sparepartandtravelschedule.-DefineandfollowthepurchaseplanofE-BOMsparepareandHandsetBOMforrepaircentre.-Deploymentthetrainingforrepaircentre.-Definesoftwaredeliveryprocessforrepaircentreandfinalizetherepairdocumentfor3levels’repaircentre.-Testsoftwarequalificationforservicephase.DownloadthesoftwarefromMLDCandTelewebserverforqualification.-Equipmentandtoolingqualificationandvalidation.-Followupmarketfeedback,reportmarketqualityinformationontime(ThefirstreturnbetweenDR4&DR5andtakeintoaccountintheproduct,typicalproblemsanalysis).OperationProjectManager(OPM)TheOPMisresponsibleto:-Definelogistic/customizationstrategywithsuppliertorespectQ/C/Tobjectives.-Managementoperationissues;GlobalmaterialmanagementformaterialPO,shortage,deliveryallocationandexcesscontrolafterDR4.-Provideglobalversionforforecast,astheinterfaceofsales,OPMwillmakelaunchplanscheduleforDR3.-Productioncapacityandconstraintsmanagement;Controlplanningandrampup.Ensurelogisticinterfacewithsupplierandlogisticcenters.-ConsolidateIPMindustrialcapacityandPPMsuppliercapacitytohavefeasibilitytoprojectforFOPDIreleasing.-Tooling&plasticinvestmentcontrolwithPPM&IPM.--EnsureFOPDItoDR5;Weeklybasis/Monthlybasisforthereportandalertofdemand,production,deliveryandinventory.-Endoflifemanagement.-GlobalexposureandLTVStrackingandreport.-Projectexposurecontrolfromlot0/lot1(CSA/ECN).SoftwareProjectManager(SPM)Inchargeofdevelopmentofthe"applicativeembeddedsoftware"oftheproduct,heco-ordinatesspecifications,design,integrationofembeddedsoftwarecreatedfortheproductbytheSoftwareDepartmentand/orbypartnersorsubcontractors,inaccordancewithtechnicaldepartmentprocesses.Participatetothecoreteam(weeklymeeting,monthlymeeting…)Thesemissions:-Co-ordinatetothesoftwareteam(weeklymeeting,organization,technicalproblem,resolution…)-Createthesoftwaredevelopmentplan(beforeDR1:Commitmentonafeaturelist,allocatedresources,timeschedule…)--Assuretheconsistencyoftheembeddedsoftwarespecificationsanddevelopmentswiththeproductsapprovedfunctionalandsystemspecifications(marketing,ergonomics…)includingaccessories,E2Eandperformanceconstanttargetsaremet.-Contributetothecustomizationprocesswhichmustbeconsistentwithembeddedsoftwarethatdoesnotincludetranslationandcontentdefinitionofcustomizations.Responsibleofthecustomizationtoolsevolution.-Providethesoftwareparametersforcustomization(hardwareparametersaredefinedbyHPM)-AssuretheconsistencyofthedeliveryforVAL/HW/Production(Codes,languages,customizations,technicalparameters…)accordingtodeliveryscopedefined.-SoftwarereleasesuntilDR5(SwitchoffatSR5).-EvolutionofCRQcheckingofresourcesavailabilityandscheduleimpactbeforeacceptance(budgetimpact).-Endofprojectstatement“softprocessassessment”.-Managetheprojectspecificinternalteamtraining.TheresourcesallocatedbytheSoftwareDepartmentfortheseactivitiesareplacedunderhisresponsibility.HardwareProjectManager(HPM)TheHardwareProjectManagerisresponsibleofthedesignandvalidationactivitiescarriedoutbytheHardwareSystemDepartmentand/orpartnersorsubcontractors.Thesemissions:-ResponsibleoftheHardwareReviewprocess,toensureHWdesignQ/C/Tcanmeetproductrequirements.-Responsibleofthehardwaredevelopmentandoptimization(antenna,acoustics,LCD,radio,digital,ASIC,systemintegration,PCBaspects)includinginterfacewiththeaccessories-Responsibleofthedevelopment,realizationandoptimizationoftesttools-Participatetomechanicalarchitecturetooptimizemainsubjects(antenna,audio,acoustic,display,shielding,ESD…)-Responsibleofthedevelopment,optimizationandsupplyoflaboratoryandcustomercareproductiontestsoftware(Softwareupgradetook,Cloningtool,STTtool,TeleWebtook,MiniSW,LAD…)-ResponsibleoftheDSPsoftwareintegration,-DefinethePCBlayoutconstraintsrelyingwithelectricandelectromagneticaspects-Responsibleofthesystemintegrationoftheaccessoriesjointlywiththeaccessoriesteam.-DefinethetechnicalparametersrelativesonthehardwarecomponentsandthesoftwareDSP.-Supporttothemassproductionproductrampup.TheresourcesallocatedbytheHardwareDepartmentfortheseactivitiesfallunderhisauthority.MechanicalProjectManager(MPM)Inchargeofdevelopmentsintheproduct'smechanical,electromechanical,andinterfacewithaccessoriestheco-ordinatesthedesignandvalidationactivitiescarriedoutbytheMechanicalEngineeringDepartmentand/orpartnersorsubcontractors.Thesemissions:-Drivethecoreteammanagementwithhisteam(weeklymeeting,conflictresolution…)-Responsibleoftheconsistencyofthemechanicaldesignwiththedesigndefinition,theindustrial,hardware,purchasingandmarketingconstraints,anditsconformitytoenvironmentalrequirements-Responsibleofthedevelopmentandvalidationoftoolingforthespecificpartsincludingcustomization.-ExpressthespecificprojecttrainingneedsofhisTeam.-InsureareportingtotheTPMforthetechnicalmeetingandtothePTMfortheprojectmeeting.-ParticipateininsuringInsuretheproduct/processrealization.TheresourcesallocatedbytheMechanicalDepartmentfortheseactivitiesfallwithinhisresponsibilityValidationProjectManager(VPM)Inchargeofvalidationstrategy.Thesemissions:-Guidetheteamsindefiningthenecessaryenvironments,andinestablishingtestandscenarioplans-Implementtheseplans,obtainingfeedbackandtrackingcorrections.-OrganizetheProblemReportsAnalysisMeeting(CEA).PJM/subcontractorisdecision-makerwithpossibilityofdelegation.-Co-ordinatethedifferentcertificates/approvals,labelsandtestreportsapplicabletotheglobalproductoffer-Co-ordinatetherunningfield(countries/operators)interoperabilitytests.-Co-ordinateand/orparticipatetospecreviews,contractreviews,testplanreviewsofdevelopmentdepart.(Ergo,off-the-shelfaccessories,e2eapplications).-Responsibleforthevalidationproject,fromtheplanningstagethroughtothedecisiontolaunchtheproductonthemarket.Thisentails:Originatetheprojectbydraftingthevalidationprojectplan,Controltheentireprojectandreportingonprogresstotheprogrammanager,Ensurethatvalidationconstraintsareincorporatedintosoftwaredevelopmentplans,Motivateteamassignedto