海尔plm_高阶流程资料.pptVIP

hp confidential – used for Haier/PLM only COMPASS Training COMPASS for Project/Delivery Managers Haier 产品研发生命周期管理（PLM）高阶流程 目录 A. Haier 产品研发生命周期管理（PLM）高阶流程-A.1产品生命周期定义-A.2阶段描述-A.3阶段评审-A.4研发团队 A.1 产品生命周期定义 交付文件与里程碑总览 海尔产品开发流程模型- 任务导向 海尔产品开发高阶流程 A.2 阶段描述 阶段0: 概念与定义阶段(目标/进入条件/离开条件) 阶段1: 调研与计划(目标/进入条件/离开条件) 阶段2: 开发与设计 (目标/进入条件/离开条件) 阶段3: 验证与测试(目标/进入条件/离开条件) 阶段4: 交付(目标/进入条件/离开条件) A.3 阶段评审 阶段通过评审 阶段通过评审的目标 向关键管理层提供明确的项目决策点。 确保项目与业务目标和战略持续保持一致。 评估项目进展以及与项目计划相关的风险。 获得对项目进行下一层次投资的批准（如开模等）。 向我们的业务伙伴（包括客户、分供方、设计公司、模具公司等）提供一种有关项目状态和风险的一贯评价，无论开发组织的地理位置如何。 关注和确认阶段内的具体活动的完成情况。 建立项目进展情况的档案记录。 阶段通过评审 P0概念与定义阶段评审决策 P1调研与计划阶段评审决策 P2开发与设计阶段评审决策 P3验证与测试阶段评审决策 产品开发流程的项目类型 A.4 研发团队 核心团队模型 承担着总体项目的主要责任。项目经理进行规划并实施，以达到项目目标，对预期和非预期事件进行处理。 是项目组和项目发起人（本部长、开发部长）之间的纽带。 制订并维持项目进度和检查表。 负责制订关于变更管理、问题管理和风险管理的项目框架流程。维护最新的业务计划。 产品生命周期各阶段的团队组织 Running on the edge of the Internet means doing business in Internet time， being able to move quickly to exploit windows of opportunities. What used to take months， must now take days. What we used to do in weeks， we must do in hours. What used to require hours or days needs to happen in minutes. And we also need to build an intranet that fully empowers our employees – no borders， no limits on what they can do. All of this is done to focus and adjust HP to be responsive to customers and partners. This is the way we MUST do business in the Internet world. Our goal is help you achieve and maintain a competitive edge in your market-place. To provide you with technology and expertise to help you get your products to market on time， with the appropriate features， at a competitive price， with the necessary quality. Our goal is help you achieve and maintain a competitive edge in your market-place. To provide you with technology and expertise to help you get your products to market on time， with the appropriate features， at a competitive price， with the necessary quality. * ? 2002 hp * ? 2004 Hewlett-Packard Development Company， L.P. The information cont