MBI理论（全）

TheIPDprojectconsistsofthreephasesEnergize&FocusInventLaunchLoosenthesoilUnderstandtheAsIsIdentifyimprovementpotentialDesignandpilottheToBe-process-organizationCoach3PDTteamsExpandToBetoallproductsHuaweihasfourkeyobjectivesforphase1ofIPDGetacompletediagnosticofthecurrentdevelopmentprocessIssuesidentifiedIfpossible,comparetoanIBMoperationDeveloprealistictargetsformeasuringtheToBeprocessWhatisachievableinphase2TransferbothIPDandreengineeringskillstoHuaweicoreteamExpandtheunderstandingandsupportofIPDbytheHuaweiseniormanagementteamxxxAnExecutiveOverviewofIPDS.TarchalskiMarch1999xxAgendaOverviewofIPDatIBMForcesforChangeIPDFrameworkOrganizationProcessMetricsCommonBuildingBlocksI/TInfrastructureResultsAnIntroductiontoMarketManagement在IBM实施IPD是因为一股支持不住的财经走向TOTALIBMH/WSALES收入($B)S/WSALES010203040506070199019911992199319941995毛利($B)TOTALIBMS/WH/W010203040199019911992199319941995毛利率(%)TOTALIBMH/WS/W03060199019911992199319941995研发费用($B)GROSSH/W0246810199019911992199319941995%硬件费用%E/R%E/GP010203040199019911992199319941995IBM研发花费远远超过业界最佳，不再支付得起研发费用(E/R%)126051015业界最佳IBM0%5%10%15%E/R%研发花费损失3.312.2250102030业界最佳IBM0%10%30%占总研发费用的百分比20%行业中等值IBM的上市时间也远远落后于竞争对手平台项目123593820211277020406080100120140160180200220HighComplexityMediumComplexityLowComplexityWeeks高复杂度中等复杂度低复杂度主要项目72572713210463020406080100120140160180200220HighComplexityMediumComplexityLowComplexityWeeks高复杂度中等复杂度低复杂度业界最佳业界平均1.25X业界最佳1.5X业界最佳2X业界最佳IBM的上市时间相对于业界最佳2736.536.50102030405025-50%51-100%100%项目百分比流程重整产品重整缩短上市时间/利润有效的开发提供客户价值和股东价值客户解决方案前沿C/S平台，子系统，技术硬件开发重整目标集成产品开发流程(IPD)公用基础模块产品平台DFM（为可生产性而设计）DFS（为可服务性而设计）结构化流程事件驱动的决策点跨部门的团队超过预期值为减少$20亿的成本和50%的上市时间，IBM不得不在一个叫IPD构想的指导下，同时重整产品和流程HardwareSoftwareHWElementsSWElementsSubsystem1SubsystemNPlatformsApplicationsTechnologySubsystemsPlatformsIntegratedOfferings结构Market最佳开发模式异步层+--+方案的竞争位置市场划分的吸引力+优化投资组合分析快速开发和导入的衡量标准获利时间12MoDefnGA结构化流程项目和管道管理资源平衡共享开发/通用零件客户$APPEALS$-价格A-可用性P-包装P-性能E-易用性A-保证L-生命持有成本S-社会接受程度成功的产品CashFlow(-)CashFlow(+)InnovationCycleTimeTimetoMarketTimeTimetoProfitToTbTrTs125%100%85%ProjectLoadingFunctionalExcellenceWedgeOver-CommitmentAdditionalHeadcountRequired}Best-in-ClassOneDivision'sProjectLoading%ofDirectDevelopmentLoading跨部门的团队硬件开发软件开发财务硬件市场销售软件市场销售生产供应采购制造划分提供1--N硬件开发软件开发财务硬件市场销售软件市场销售生产供应采购制造角色：开发提供的方案，执行合同角色：管理区段组合，授权投资IPMT-集成产品管理团队PDT-产品开发团队不同管理层次的跨部门团队对不同类型的决策负责概念计划开发公用基础模块建立参考架构管理产品族确认设计重用的机会生产较简单的派生产品使用决定性的测试GBMPDT组合管理确认市场机会/产品竞争力（可选）PDT合同执行的承诺（两种方式）即时的变化报告项目管理系统的资源流程度量早期警告指示口–完美执行评审点–阶段性的时间和投资等客户$APPEALS确定用户采购标准确认所有市场混合因素设计渠道IPMT发布项目管理完全依赖的管理关键路径分析/恢复替换检定生命周期概念决策评审点计划决策评审点可获得性决策评审点寿命终止决策评审点开发流程是分阶段的、各阶段间用门槛分开的流程，集成了多个关键因素PDT'sareformedatthebeginningofaprojectandareresponsibleformanagingaprojectthroughthelaunchCustomerSupportMarketingPlanningProcurementDevelopmentPrototypeBuildTestingProjectManagerProductionEngineeringPDTsaretemporaryteamstructurestheyformattheinceptionofaprojecttheydissolveatthecompletionofsuccessfulasuccessfulproductlaunchPDTsplantheentireprojecttogetherduringconceptPDTsmanagetheentireprojecttogetherduringexecutionTeamLeaderTeamMemberExtendedTeamMemberRolesandresponsibilitiesoftheProjectManagerLeadsProjectTeam•Guidestheproductfromconcepttomarketacceptance•Achievesdesign,revenue,marketshareandprofitgoals•ResolvesconflictsManagesproject•Createsschedulesandbudgets•Determines/managesstaffing/resources•TracksprogressrelativetobaselineCommunicateswithmanagement•Providesprojectstatus•PreparesandpresentsDCPs•Actsasproductchampion•ProvidesinputtoTeamMembers'performancereviewsFUNCTIONALMANAGERSSeniorManagementTeamTEAMMEMBERSPROJECTLEADERRolesandResponsibilitiesofthePDTTeamMemberServesasteam’sfunctionalexpert·Resolvesissues·Representsfunctionalareaindesignandprojectdecisions·Sharesresponsibilityforteamresults·Accountableforfunction’sdeliverables·Reportsonstatusofschedule,budgetandcriticalitemsMaintainstiestofunctionalarea·KeepsFunctionalManagerinformed·Appliesfunction'sstrategies,toolsandstandardsCoordinatesExtendedTeamactivities·Managesfunctionalarea'sprojectscheduleandbudget·Facilitatesinformationexchange·Conductsdesign/projectreviewsintheirfunctionalareaEXTENDEDTEAMTEAMLEADERTEAMMEMBERSTEAMMEMBEREXTENDEDTEAMFUNCTIONRolesandResponsibilitiesoftheExtendedTeamMemberIndividualcontributordoingtheproductdefinition,marketdeliverables,design,test,delivery,etc.•Concentratesonspecificfunctionaltasks•JustdoitInspecialcasestheTeamMembermayhavenoExtendedTeam•Forverysmallprojects•Whereafunctionalareadoesn'thavemuchworkonaprojectFUNCTIONALGROUPTHERESTOFTHEFUNCTIONALGROUPNOTWORKINGONTHEPROJECTEXTENDEDTEAMTHEPARTOFTHEFUNCTIONALGROUPTHATISWORKINGONTHEPROJECTTEAMLEADERTEAMMEMBERSEXTENDEDTEAMRolesandresponsibilitiesoftheFunctionalManagerIndividualcontributordoingtheproductdefinition,marketdeliverables,design,test,delivery,etc.•Concentratesonspecificfunctionaltasks•JustdoitInspecialcasestheTeamMembermayhavenoExtendedTeam•Forverysmallprojects•Whereafunctionalareadoesn'thavemuchworkonaprojectFUNCTIONALGROUPTHERESTOFTHEFUNCTIONALGROUPNOTWORKINGONTHEPROJECTEXTENDEDTE