pim产品开发流程管理文档Word下载.docx
- 文档编号:16348097
- 上传时间:2022-11-23
- 格式:DOCX
- 页数:35
- 大小:99.57KB
pim产品开发流程管理文档Word下载.docx
《pim产品开发流程管理文档Word下载.docx》由会员分享,可在线阅读,更多相关《pim产品开发流程管理文档Word下载.docx(35页珍藏版)》请在冰豆网上搜索。
Verifiedby
审核
Approvedby
批准
PIMlifecycle
1.PurposeandApplicationField
1.1Purpose
ThismanualdescribeshowtoimplementaprojectforthedevelopmentofaGlobalProductOffer:
-Theproduct
-Theaccessories
-Theendtoendsolutions
-Theservices
1.2ApplicationField
Thismanualappliestoallprojectscarriedoutin某forthepurposeofdefining,designing,constructingandtheproductbasicelementsofacommercialproposal.Themethoddescribedheremustbeadaptedtoeachprojectinlinewiththeconstrainspecifictotheproductofferinquestion.
2.Responsibility
ThePIMisaccompaniedbyaProjectDevelopmentPlan(PDP)undertheresponsibilityoftheProjectManagerandinkeepingwiththebasicprocedure;
inincludesinparticularanyadaptations/simplificationoftheprocedure.
Projectcoreteamresponsibility,see4.3
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
O.R
OpportunityReview(KickOffReview)
FeasibilityStudy
D.R.0
FeasibilityReview
Specification
D.R.1
ProjectCommitmentReview
PrototypeDevelopment
T.S.R
ToolStartReview
M.I.R(*)
P.I.R
MockupIntegrationReview
PrototypeIntegrationReview
D.R.2
ProductPerformanceandProcessValidationReview
CommercialKick-off
C.K.R
CommercialKick-offReview
CommercialPreparation
D.R.3
CommercialLaunchReview
FirstShipment
F.S.R
FirstShipmentReview
ProductionRamp-up
D.R.4
ProductReleaseReview
MassProduction
EndofPhasekickoff
D.R.5
D.R.6
FullQualificationReview
EndofphaseKick-offReview
ChangetoEndoflifeReview
EndofLife
(*):
Dependingonthecomplexityofradio/digitaldevelopment,theprojectteamcandecidetoskipthemockupdevelopmentphase.
4.2Projectorganizationandmanagement
4.2.1Definition
ThePIMisintendedtoapplytothedefinition,design,constructionandproductionofthebaseelementsofourcommercialoffer(product,accessories,end-to-endsolutionse.g.).
-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:
O.RCheckList
D.R.0CheckList
D.R.1CheckList
D.R.2CheckList(includingP.I.R)
C.K.R./D.R.3
C.K.RtoD.R.3CheckList
F.S.RChecklist
D.R.4CheckList
D.R.5CheckList
D.R.6CheckList
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):
-TopreparetheO.R(OpportunityReview).
AttheO.R,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,industrializationandcommercialpr
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- pim 产品 开发 流程 管理 文档