0概念阶段-详细操作流程活动说明

活动/活动号Activity/ActivityID活动描述Description概念启动InitiateConceptIPMT-05根据产品路标规划和规划基础活动的成果，总体组和产品行销部总工办对概念启动的可行性进行分析。GTTandGeneralEngineeringOfficeofProductMarketingDepartmentconductfeasibilityanalysisoninitiationofconceptbasedproductroadmapplanningandoutputfrombasicplanningactivities.IPMT及相关专家进行产品概念启动评审，给出评审结论。评审通过，则组织成立PDT，开始概念阶段工作。整个评审工作从总体组提交材料到给出评审结论一般不超过6个工作日。IPMTandappropriatesubjectmatterexpertiseperformreviewonconceptinitiationandmakedecisions.Whenapprovalissecured,thenformPDTandstartConceptPhaseactivities.Usuallyallreviewactivitiesshouldbecompletedwithin6workdaysfromGTTsubmitreviewpackagetofinaldecisionismade.组建PDT核心组/确定必要的外围组成员FormCorePDTTeam/IdentifyNecessaryExtendedTeamMembersIPMT-10选择和落实为完成该产品概念阶段任务所需的PDT成员，主要包括PDT经理和核心组成员，SE和POP。IdentifyandobtainPDTmembersforcontinuingworkofprojectforConceptPhase,mainlyincludePDTleader,coreteammembers,SEandPOP.接受项目任务书ReceiveProjectCharterLPDT-031、与IPMT沟通，充分理解项目任务书；1.CommunicatewithIPMTtomakesurethattheyunderstandCharterwell2、与IPMT确认PDT核心组和需求分析组等资源到位；2.CoordinatewithIPMTtomakesurethatPDTcoreteammembersandrequirementsanalysisteammembersareinplace3、将项目任务书发布给PDT成员3.DistributechartertoPDTmembers准备项目环境SetupProjectEnvironmentPOP-10在财务系统中获得并建立项目会计帐目代码来获取项目支出和实际的花费；获得并保存产品的零部件清单；在合适的信息系统中为PDT成员建立用户ID、权限等；获取合适的IT工具使用许可；建立项目文件、项目模板（WBS1级）和数据库；和IT一起工作来保证项目操作能被充分支持;在PDT建立和运行过程中，提供和维护PDM配置信息数据，包括项目、群组等。Obtainandsetupprojectaccountingcodesinthefinancialsystemstocaptureprojectexpendituresandactuals;obtainandreserveasetofpartnumbersfortheoffering;setuptheuserids,privileges,etc.forPDTteammembersontheappropriateinformationsystems;obtainappropriatelicensesfortheuseofITtools;setuptheProjectFiles,ProjectTemplates(WBSlevel1)andDatabases;workwithITtoensurethatprojectoperationsareadequatelysupported.InthebeginningofPDTsetupandinthecourseofPDTrunning,collectingandmaintainancethePDMconfigurationdataofthePDT,includingprojectsandgroups团队培训ConductTeamTrainingLPDT-04在PDT开始工作前对PDT团队的系统培训，主要包括以下内容：ProvidesystematictrainingtoPDTbeforekick-off,including:1、团队建设培训；1.Teambuilding;2、集成产品开发流程培训，重点是概念阶段流程培训；2.IntegratedproductdevelopmentwithfocusonConceptPhaseprocess3、业务计划培训；3.BusinessPlan4、市场需求培训；4.Marketrequirements5、项目管理培训。5.Projectmanagement项目开工会ConductProjectKick-offLPDT-13LPDT召集PDT核心组举行的PDT第一次会议，参考议程：LPDTcallthefirstPDTcoreteammeeting,agendaforreference:1、项目目标介绍(PDT经理)；1.Introduceprojecttarget(LPDT);2、项目任务书宣读和接受仪式（PDT经理）；2.AnnounceCharterceremony(LPDT);3、宣读PDT核心组任命（产品线总监或项目管理处经理）；3.AnnounceappointmentofPDTcoreteammember(ProductlinedirectororProjectManagementOfficemanager)4、PDT核心组成员相互介绍(核心组成员)；4.PDTcoreteammembersintroducetoeachother(coreteammember)5、概念阶段流程简要介绍(引导者/项目管理处经理）5.BriefintroductionofConceptPhaseprocess(facilitator/ProjectManagementOfficemanager)6、概念阶段团队成员的角色和职责(引导者或产品经理)；6.PDTmembers'rolesandresponsibilitiesinConceptPhase(facilitatorsorproductmanager)7、前期工作回顾(PDT经理)（可选，如果有预研阶段的话）；7.Recapofpreviouswork(LPDT)(optional,ifthereispre-researchphase);8、概念阶段交付件介绍(PDT经理)；8.IntroductionofConceptPhasedeliverables(LPDT);9、明确概念阶段项目计划、考评和汇报关系、日常沟通方式(PDT经理)；9.IdentifyConceptPhaseprojectplan,measurementandreportrelationship,daytodaycommunicationapproach(LPDT);10、团队和个人测评指标及激励机制(LPDT)；10.Teamandindividualmeasurementmetricsandincentivemechanism(LPDT);11、签订资源承诺书（可选）；11.Signresourcecommitmentletter(optional);12、领导动员。12.Leaddelivermobilizationspeech制定概念阶段项目计划DevelopConceptPhaseProjectPlanLPDT-20/FPDT-20/RDPDT-20/TSPDT-20/MNFPDT-20/PROPDT-2LPDT组织PDT核心组成员共同讨论制定项目概念阶段计划，为概念阶段工作提供指引。LPDTorganizePDTcoreteammembertodiscussanddevelopConceptPhaseprojectplanwhichistobeusedasaguidancetoConceptPhaseactivities.0/MKTPDT-20setupproducttargetcost制定产品目标成本FPDT-27AccordingtothetargetpricetrendandIPMT'srequestonproduct'sgrossmargin,withthehelpofLPDTandSE,FPDTsetuptheproducttargetcost,whichisoneofofferingrequestanddecisionbase.FPDT根据产品目标价格趋势、IPMT对产品目标毛利的要求，确定产品目标成本，并作为产品包需求的一部分，成为方案决策的依据之一。制定产品质量目标和计划Defineproductqualityobjectiveandplan/PQA-10根据公司质量方针和策略，结合本产品的质量要求，制定本产品要达到的质量目标，以及为达成这些质量目标所采取的策略和行动的计划。Accordingwithcompanyqualitypolicy,satisfyingthedemandoftheproductquality,definetheproductqualityobjectiveandtheplanwhichmakesthestrategyandactionstoachievethesequalityobjective.验证市场需求ValidateMarketRequirementsMKTPDT-30对公司当前的和潜在的客户进行访谈；介绍公司当前的产品；审视竞争前景；确定客户细分；审视客户需求、目前的客户满意度；相对价值的价格；上市时间；服务/保证；迁移计划；整体成本等；根据以下要素确定市场定位：类型、特征、渠道组合、价格、市场份额、客户满意度；确定市场引导区域；确定改进领域；决定概念优化策略InterviewXxcurrentandprospectivecustomerbase;presentcurrentXxoffering;reviewcompetitivelandscape;identifycustomersegmentation;reviewcustomerrequirements,currentcustomersatisfaction;priceagainstvaluereceived;timetomarket;service/warranty;transitionplans;totalcostofownership,etc.;identifyXxmarketpositionby:modeltype,feature,channelmix,price,marketshare,customersatisfaction;identifyareasofmarketleadership;identifyareasofimprovement;determinestrategyforconceptrefinement.验证市场需求规格ValidateMarketRequirementsSpecificationsMKTPDT-35对整理的市场需求规格进行验证，确保需求的正确性。Validateconsolidatedmarketrequirementsspecificationstoensureaccuracyofrequirements.确定是否需要组建sourcingteamDetermineifSourcingteamisr