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- Are the resulting opportunities **exciting** to the team?
-
- ## topic 4 产品规划Product Planning
- 概念
- 概念 #flashcard
产品规划 (product planning)流程发生在一个产品开发项目正式启动，大量的资源开始使 用及更大的开发团队形成之前。该流程将确定一个公司应该从事的项目组合 (portfolio, 或译 为项目投资组合),并决定什么时候从事什么子项目。产品规划流程确保产品开发项目可以支持公司未来更多的商业策略·This phase takes place before a product development project is formally approved·It takes place before substantial resources are applied ·It takes place before the larger development team is formed ·Product planning is an activity that ·considers the portfolio of projects that an organisation might pursue. i.e. what mix of new products and markets to develop, if they focus is on basic or applied research or diversification projects and ·determines what subset of these projects will be pursued over what time period
- 步骤
- 步骤 #flashcard
- (1)确认市场机会Identify Opportunities
- 规划流程始于对产品开发机会的识别，这种机会可能包括上述四种类型项目中的任何一 种。这一步可以看成是机会漏斗 (opportunity funnel), 因为它将来自整个公司的各种投入汇聚到一起。每个想法应该有一个简短的描述，包括产品概念、市场机会等。把这些想法方放到一起然后进行筛选·The first stage of the planning process is to identify product development opportunities·Each of the ideas should be expanded into a short description – including the potential business opportunity·These ideas can then be stored and revisited later·Each of the ideas should have a ‘champion’ who is responsible for supporting the idea through theprocess
- 项目评价和优先级排序Evaluate and prioritise projects
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* product planl This is the set of projects approved by the planning processl These are sequenced in time l The plan may include a mix of fundamentally new products, platform projects and derivative projects l The updating of these plans is usually undertaken on a periodic basis e.g. quarterly or annually（这个同样不属于资源分配和时间安排里的两步，但是PPT放上去了）
- (4)完成项目前期规划Complete pre-project planning
* 当项目确定下来，但是还未进行物质资源的分配时，就需要进行项目前期规划。这一过程涉及一个小的跨职能团队，通常被称为核心团队 (core team)，分别代表技术、市场、制造和服务部门等多方。¡ After project approval, but before the commitment of resources, a pre-project planning activity takes place¡ This activity involves a small, cross-functional team – the Core Team
- 任务陈述（mission statement）
* ● 对产品的概括性描述 (用一句话描述):这一描述通常包括产品的主要用途，但要避免包含特定的产品概念。实际上它可以是产品的前景说明。 A brief description of the product
* ● 获益方案 (或称为获益建议， benefit proposition): 这一部分阐述了顾客会购买商品的几个关键原因。Typically includes the key customer benefit of the product
* ● 主要商业目标： 除了支持公司战略的项目目标之外，这些目标通常包括时间、成本和质量目标(如产品的上市时间、预期财务效益和市场份额目标等)。 ¡ The goals which support the corporate strategy ¡ The goals for l Time e.g. timing for product introduction l Cost e.g. desired financial performance l Quality
* ● 产品目标市场： 每一种产品可能会有几个目标市场。任务陈述的这一部分确定了一级市场和二级市场。 Target market for the product Primary and secondary markets that should be considered in the development effort
* ● 指导开发工作的设想和限制： 必须仔细地制定设想，尽管它会限制可能的产品概念范 围，但是它有助于项目管理。有关设想和限制的决策信息可以附加到任务书中。 Assumptions and constraints that guide the development effort
* ● 利益相关者 (stakeholder): 确保开发流程中的细微问题均被考虑到的一种方法是，清楚地列出产品的所有利益相关者，也就是所有受产品成败影响的人群。利益相关者列表以末端使用者(最终的外部顾客)和做出产品购买决定的外部顾客开始，包括企业内 部与产品相关的人，如经销商、服务商和生产部门。利益相关者列表可以提醒团队考 虑被产品影响到的每个人的需求。¡ List all of the product’s stakeholders to ensure that many of the subtle development issues are addressed ¡ The list of stakeholders serves as a reminder for the team to consider the needs of everyone who will be influenced by the product
- 任务陈述（mission statement） #flashcard
- * ● 对产品的概括性描述 (用一句话描述):这一描述通常包括产品的主要用途，但要避免包含特定的产品概念。实际上它可以是产品的前景说明。 A brief description of the product
- * ● 获益方案 (或称为获益建议， benefit proposition): 这一部分阐述了顾客会购买商品的几个关键原因。Typically includes the key customer benefit of the product
- * ● 主要商业目标： 除了支持公司战略的项目目标之外，这些目标通常包括时间、成本和质量目标(如产品的上市时间、预期财务效益和市场份额目标等)。 ¡ The goals which support the corporate strategy ¡ The goals for l Time e.g. timing for product introduction l Cost e.g. desired financial performance l Quality
- * ● 产品目标市场： 每一种产品可能会有几个目标市场。任务陈述的这一部分确定了一级市场和二级市场。 Target market for the product Primary and secondary markets that should be considered in the development effort
- * ● 指导开发工作的设想和限制： 必须仔细地制定设想，尽管它会限制可能的产品概念范 围，但是它有助于项目管理。有关设想和限制的决策信息可以附加到任务书中。 Assumptions and constraints that guide the development effort
- * ● 利益相关者 (stakeholder): 确保开发流程中的细微问题均被考虑到的一种方法是，清楚地列出产品的所有利益相关者，也就是所有受产品成败影响的人群。利益相关者列表以末端使用者(最终的外部顾客)和做出产品购买决定的外部顾客开始，包括企业内 部与产品相关的人，如经销商、服务商和生产部门。利益相关者列表可以提醒团队考 虑被产品影响到的每个人的需求。¡ List all of the product’s stakeholders to ensure that many of the subtle development issues are addressed ¡ The list of stakeholders serves as a reminder for the team to consider the needs of everyone who will be influenced by the product
- (5)对结果和过程进行反思Reflect on the results and the process
* 在规划流程的最后一步，团队应该问几个关于评价过程和结果质量的问题。我们推荐的问题是：
- ● 机会漏斗收集到各种令人激动的产品机会了吗?
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- ● 资源分配不合理， 一些项目人员过多而另外一些却人手不足。
- ● 构思错误的项目，启动后又取消。
- ● 项目方向经常变动。l ·Inadequate coverage of target markets with competitive products l ·Poor timing of market introductions of products l ·Mismatches between aggregate development capacity and the number of projects pursued l ·Poor distribution of resources, with some projects overstaffed and others understaffed l ·Initiation and subsequent cancellation of illconceived projects l ·Frequent changes in the directions of projects
- 产品开发的四种类型
- 产品开发的四种类型 #flashcard
- ● 全新产品 (fundamentally new products): 这类项目涉及全新的产品或生产技术，并由此进入一个新的、不熟知的市场。这种项目本质上存在更大的风险，但是，公司的长期成功可能要依赖从这种重要的项目中获得的经验。New product or production technology for new and unfamiliar markets
新产品平台 (new product platform): 这类项目主要致力于在一个新的通用平台基础开发出一个新产品家族，这一新产品家族将进入相关市场和产品领域。New products for familiar markets and product categories
- ● 已有产品平台的衍生品 (derivatives of existing product platform): 这类项目是在已有产品平台上进行扩展，用一种或多种新产品更好地占有相关市场。Projects extend an existing product platform to better addresses familiar markets with one or two more products