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- the five alternatives that are open to the firm ( 2018)
- kinds of new products identified by Booz Allen and Hamilton ( 2018)
- four elements where values can be added to the basic or ‘core’ product to augment its appeal ( 2018)
- Product life cycle (2019)
- Product life cycle (2019) Topic 17
- #### prototyping ( 2018)
- three phases of prototyping ( 2018)
- uses of prototypes ( 2018)
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- DONE Week 1
- ## Topic 2: Project Mtasks and in estimating the required development resources and development time.
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Do project schedulinganagement
- **Define** what is project management #flashcard
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- Modifying the baseline plan
- Accelerate projects #flashcard
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- Product development time is often the dominant concern in project planning and execution. There are a set of guidelines for accelerating product development projects.
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- Start the project early
- Manage the project scope
- Facilitate the exchange of essential information
- **Execute** projects #flashcard
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- Smooth execution of even a well-planned project requires careful attention. Three problems of project execution are particularly important: 1. What mechanisms can be used to coordinate tasks? 2. How can project status be assessed? and 3. What actions can the team take to correct for undesirable deviations from the project plan?
- ## Topic 3: Opportunity Identification
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- Opportunity, definition and types
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- Definition: #flashcard
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- an idea for a new product
- It is a product description in an embryonic form
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- a newly sensed need,
- a newly discovered technology,
- a rough match between a need and a possible solution
- It can be thought of as a hypothesis about how value might be created
- Type #flashcard
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- Ansoff’s growth matrix
![image.png](../assets/image_1686473366617_0.png)
- Market penetration #flashcard
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- **Opportunities** can exist within a business’s existing
markets through increasing the volume of sales
of existing products
- market development #flashcard
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- **Opportunities** are said to exist for a business’s
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products through making them available to new
markets
- e.g. using existing products in new
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- product development #flashcard
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- **Opportunities**: offering new or improved products to
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existing markets
- diversification #flashcard
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- **Opportunities**: Moving into new markets, potentially with a base
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from your existing product knowledge or
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companies
- Risk #flashcard
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- The element of risk _increases the further the strategy moves away from known quantities_ the existing product and the existing market
- **Product development** (requiring, in effect, a new product) and market extension (a new market) involve a greater risk than market penetration
- **Diversification** (both new products and new markets) generally carries the greatest risk of all
- Opportunity identification process
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- Establish **a charter**
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- A **charter** :-> articulates **the goals of the organisation**
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(in relation to NPD) and establishes the **boundary
conditions for an innovation effort.** Charters can be
termed as mission statement for a new product.
- Generate and sense **many opportunities**
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- Focus has to be both on **internal** and **external** sources of raw opportunities. Some of these are generated: #flashcard
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- Internally
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- R&D department
- Externally
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- customer
- competitive product
- sales forces
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- other partner companies
- Sense opportunities: Where do they come from? #flashcard
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- Passively
- Proactively #flashcard
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- Document **frustrations** and **complaints** that current **customers** experience with existing products
- Interview lead users, with attention devoted to
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- **innovations** by these users and
- **modifications** these users may have
made to existing products
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- **Competitors**
- **Transfer** emerging tech.
- **R&D**: _Research_ and _Development_
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- **Definition** :-> to develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others
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- Roles: #flashcard
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- **Discovering and developing** new technologies Improving understanding of the technology in existing products
- **Improving and strengthening** understanding of technologies used in manufacturing
- **Understanding research results** from universities and other research institutions
- Areas: #flashcard
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- R&D for existing businesses
- R&D for new businesses
- R&D for exploratory research
- **Screen** opportunities
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- Purpose: #flashcard
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- to eliminate any opportunities that are **unlikely to result in the creation of value**,
- to focus attention on the opportunities **worthy of further investigation**
- **not to** pick the _single best opportunity_!
- Approach: #flashcard
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- Web-based **surveys**
- Workshops with **multi-voting**: collaborative sessions or meetings where participants engage in a voting process to prioritize or make decisions on various options or ideas.
- Develop **promising opportunities**
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- Details #flashcard
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- customer interviews,
- testing of existing products,
- concept generation,
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- estimates of market sizes and growth rates.
- Goal #flashcard
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- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
- Select **exceptional opportunities**
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- Goal #flashcard
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- select a few that warrant a significant investment in product development.
- Approach:**Real-Win-Worth-it** #flashcard
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- **Real**: Is the opportunity real?
- **Win**: Can you win with this opportunity?
- **Worth** It: Is it worth doing?
- **Reflect** on the result and process.
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Ask the following questions: #flashcard
- **How many** of the opportunities identified came from internal sources versus external sources?
- Did we consider **dozens or hundreds** of opportunities?
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- Are the resulting opportunities **exciting** to the team?
-
- ## topic 4 产品规划 Product Planning
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- 概念 #flashcard
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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 #flashcard
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- (1)确认市场机会 Identify Opportunities
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- 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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- 如果能实施有效的管理，机会漏斗在一年中可以收集成百上千个机会，这些机会中有些对于企业的其他活动没有意义，因为在多数情况下，有太多的机会要求企业立即去把握。因 此，产品规划流程的第二步就是要选出最有希望的项目。对已有产品领域中新产品机会进行 评价和优先级排序时，需要仔细讨论以下四个基本方面：竞争策略、市场细分、技术曲线和产品平台。·In this step, the organisation is looking to decide which of the projects to pursue·There are four perspectives that can be used to assist in the evaluation and analysis of each of the projects l Competitive strategy l Market segmentation l Technological trajectories l Product platforms 在这么多提交上来的想法和项目中你要进行选择，选择一个好的项目最主要的是看它能不能挣钱。可以从以下四个角度去思考：1.技术曲线：有没有能力做成这个项目 2.产品平台：能不能做成一系列产品 3.市场细分：产品投放到哪，以及市场定位是什么 4.竞争策略：怎么在同类型产品中脱颖而出，占据市场
- 竞争策略 competitive strategy 决定了它在市场和产品上针对竞争者的基本运作方法 #flashcard
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* - 产品平台规划 Product Platform Planning 产品平台是指由一系列产品共享的一整套资产。通常，零件和部件是这些资产中最重要的部分。 一个有效的平台可以更快更容易地制造出许多衍生品，每种产品提供一个特定细分市场所需要的特点和功能由于平台开发项目在时间和资金上的消耗是衍生品开发项目的 2 ～ 10 倍，企业不可能使 每个项目都成为平台开发项目
- 评 价 全 新 产 品 的 机 会（这个不是四个基本方面里的，但 PPT 里写出来了，应该是指在四个基本方面结束/以外的评估方法）除了已有产品领域的新型产品之外，企业还将面对许多机会，如新的市场或全新技术。 尽管在使用新技术或为进入新市场而进行的产品开发中投入紧缺资源有很大风险，但是这 种投入对于定期更新产品组合是必要的 #flashcard
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- ● 市场规模(单位/年 · 平均价格)
- ● 市场增长率(每年百分比)
- ● 竞争激烈程度(竞争者的数量和实力)
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- ● 专利、商业秘密或其他竞争障碍的潜在压力
- ● 企业中冠军产品 (product champion) 的存在 l Market size (units/year x average price)l Market growth rate (percent per year)l Competitive intensity (number of competitors and their strengths)l Depth of the firm’s existing knowledge of the marketevaluation criteria (contd.)l Depth of the firm’s existing knowledge of the technologyl Fit with the firm’s capabilitiesl Fit with the firm’s other productsl Potential for patents, trade secrets or other barriers to competitionl Existence of a product champion within the firm
- (3)资源分配和时间安排 Allocate resources and plan timing
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- 资源分配 Resource Allocation 如果公司开发太多的项目而不考虑开发资源的有限性，那么有经验的工程师和经理就会被分配到越来越多的项目上，生产效率急剧下降，项目完成时间延长，产品上市迟缓，利润水平低下。l Over commitment of resources will inevitably lead to a drop in productivity l An example of over commitment would be allocating engineers and managers to more than one project (where they are already at full capacity working on one)
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- 综合计划（这个也不属于它列出来的两个之一，但也不是总的概括。我也不知道 PPT 为什么放到资源分配之后，感觉是资源分配的一个概括，就先放着了）
- 项目时间安排 Project Timing #flashcard
id:: 648adeaf-1ab0-4f0f-800a-58d2dc1f7d80
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- 产品上市时间： 通常情况下产品上市越快越好。但是，产品质量未达标就上市，会损害企业的声誉。Timing of product introductions - Time to Market (TTM)
- 技 术 储 备 ：基础技术的稳健性对于规划流程十分重要。 一 种被证实了的、成熟度高的技术可以快速可靠地集成到产品中去。 Technology readiness
- 市场准备： 产品上市的顺序决定了最初使用者的购买意图 — — 是先购买低端产品，再买 更高价的产品，还是直接购买价格高的高端产品。 一方面，改进的产品上市太快，会打击紧追产品更新步伐的顾客；另一反面，新品上市太慢会面临落后于竞争者的风险。 Market readiness
- 竞 争 ：竞争性产品的预期上市将会加快开发项目的进度。Competition
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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
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- 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
id:: 648adeaf-912a-48e7-989a-170e51c95b02
* 任务陈述（mission statement） #flashcard
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* - ● 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
collapsed:: true
- 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?
* ● 产品规划支持企业的竞争策略吗?
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* ● 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 #flashcard
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- ● 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
- ● 对已有产品的改进 (incremental improvements to existing products): 这类项目只是增加或改进已有产品的特点，以使生产线跟上潮流和具有竞争力。May only involve adding or modifying some features of existing products to keep the product line current and competitive
- ## Topic 5: Identify Customer Needs (Preliminary of Concept Development)
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- **Market Research** for NPD (New Product Development)
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- **Definition** :-> the function that links the consumer, customer
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and public to the marketer through information
– information used
- **Goal**: #flashcard
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- to identify and define marketing opportunities and problems;
- to generate, refine and evaluate marketing actions;
- to monitor marketing performance;
@ -1650,6 +1702,7 @@
- **Gather** raw **data** from customers #flashcard
logseq.order-list-type:: number
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- **Interviews**: One or more development team members discuss with a single customer
- **Focus groups**: A moderator facilitates a two-hour discussion with a group of 8 or 12 customers
- **Observing** the product in use
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- **Interpret** the raw **data** in terms of customer needs #flashcard
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- The data gathered in Step 1 then has to be used to
express the customers’ needs in terms of what the
product has to do, not in terms of how it might do
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- Express the needs as attributes of the product
- Organize **the needs** into a hierarchy of needs
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- **Structure** the needs into #flashcard
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- **Must-haves** – _“I wont buy without”_
- **Delighters** – _“What an unexpected treat”_
- **Linear Satisfiers** – _“The more the merrier”_
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- Establish the **relative importance** of the needs #flashcard
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- Measuring **preference** is central to market research
- **Reflect** on the results and the process
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- Questions to ask: #flashcard
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- Have we interacted with all **important customers** in
our target market?
- Can we see the **latent needs** of customers beyond
@ -1692,8 +1751,10 @@
- DONE Week 2
- ## Topic 6 - Phase 1: Concept Development 概念开发
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- What is Concept Development? 概念开发是什么 #flashcard
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- The needs of the target market are identified
Alternative product concepts are generated and
evaluated 需求
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- ![image.png](../assets/image_1686289806889_0.png)
- #### Identify Customer Needs 用户需求是什么 #flashcard
id:: 648adeaf-2226-4c18-87eb-3053656b2e91
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- to understand customers needs,
then to effectively communicate them to the
development team 和研发队伍沟通
@ -1719,6 +1781,7 @@
for many or all of the needs 把用户的需求整理成加权列表
- #### Establishing target specifications 确立规格要求 #flashcard
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- 1. Prepare the list of metrics, i.e. the technical or
manufacturing features of the product based on
the customer needs 准备一些数据的列表
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- 3. Set ideal and marginally acceptable target values 理想的和可接受的要求
- 4. Reflect on the results and the process 通过结果和进一步完善
- #### Concept generation 想一个概念
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- Steps: #flashcard
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- external search 在外面搜索
- creative problem solving within the team, and 团队灵机一动
- systematic exploration of the various solution
@ -1738,6 +1803,7 @@
- ![image.png](../assets/image_1686289726119_0.png)
- #### Concept selection 选一两个出来 #flashcard
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- the activity in which various
product concepts are analysed and sequentially
eliminated to identify the most promising
@ -1745,25 +1811,28 @@
- ![image.png](../assets/image_1686289907417_0.png){:height 564, :width 688}
- There are 5 stages to the screening and
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evaluation process: 用以下方式选择好的概念 #flashcard
- 1. Initial screen - The key evaluation criteria given in the table on the
previous slides can be developed further using a
scoring model or weighted checklist 用之前的要求测试
- 2. Customer screen - An informal discussion with customers to
explain a concept 和客户沟通
-
- collapsed:: true
- informal technical discussions with experts
- extensive analysis by a 3 rd party
-
- collapsed:: true
- Involves the use of screening models and computer assessment programs
-
- collapsed:: true
- preliminary marketing plans,
- technical plans,
- financial reviews and
- projected budgets
- #### Concept testing 测试
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- There are 7 steps to this process #flashcard
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- 1. Define the purpose of the concept test 定义测试的目的
- 2. Choose a survey population 选问卷调查的目标对象
- 3. Choose a survey format 格式
@ -1774,23 +1843,29 @@
- #### Setting final specifications 最终规格
Target specifications are revisited after a concept has been selected and tested
- #### Project planning 计划
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- The final activity of concept development
- Steps: #flashcard
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- creates a detailed development schedule 产品开发时间线
- devises a strategy to minimise development time and 定一个计划
- identifies the resources required to complete the project 需求是什么
- #### Economic analysis
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- 拿出去卖亏不亏钱
- #### Benchmarking & modelling
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- 和竞争对手比较，品质行不行
- ## Topic 7: Innovation
id:: 64857305-2925-485f-9aed-e15511b42149
collapsed:: true
- ### Definition of Innovation #flashcard
id:: 648adeaf-19e3-4987-a5d1-d0f6b21e814e
Innovation is the process of creating something new that adds value to society. It can involve developing new products, services, processes, or business models. Innovation can be driven by a variety of factors, such as technological advances, changes in consumer preferences, or shifts in the competitive landscape.
- ### Types of Innovation
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There are different types of innovation, including: #flashcard
- Radical innovation: involves creating something entirely new that disrupts existing markets or creates new ones.
- Incremental innovation: involves making small improvements to existing products or processes.
@ -1798,12 +1873,14 @@
- Sustaining innovation: involves making improvements to existing products or processes that help maintain a company's competitive position.
- ### Models of Innovation
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Innovation can follow different models, such as: #flashcard
- Linear model: involves a sequential process of research, development, and commercialization.
- Cyclical model: involves a continuous process of feedback and iteration.
- Open innovation: involves collaborating with external partners to develop new products or services.
- ### Characteristics of Innovative Companies
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Innovative companies share certain characteristics, such as: #flashcard
- A willingness to take risks and experiment with new ideas.
- A focus on customer needs and preferences.
@ -1811,12 +1888,14 @@
- A commitment to continuous improvement and innovation.
- ### Strategies for Fostering a Culture of Innovation
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Companies can foster a culture of innovation by: #flashcard
- Providing resources, such as funding, time, and expertise, to support innovation initiatives.
- Encouraging collaboration and cross-functional teams.
- Rewarding creativity and risk-taking.
- Creating a supportive and inclusive work environment.
- ### Examples of Innovative Companies and Products
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There are many examples of innovative companies and products, such as:
- Apple: known for its innovative products, such as the iPhone and iPad.
- Tesla: known for its innovative electric vehicles and renewable energy solutions.
@ -1825,8 +1904,11 @@
The PDF provides links to further resources for learning about innovation, such as a video and short videos about new inventions. These resources can help individuals and companies stay up-to-date on the latest trends and developments in innovation and product development.
- ## Topic 8: Digital Transofrmation and Digital Products
id:: 64857305-a186-4927-890d-607f66d97f95
collapsed:: true
- Digital Transformation
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- Terms
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- **Digitisation** is :-> the process of converting information from analog to digital.
id:: 64856c7b-d844-4f23-845c-1c4b74eebc0c
- **Digitalisation** is :-> the process of using digitised information to make established ways of working simpler and more efficient.
@ -1835,6 +1917,7 @@
id:: 64856c7b-6270-4c9a-9f96-920cc6d57636
- **Types** of Digital transformation #flashcard
id:: 648adeaf-d4a0-44f6-bbc3-a9d21a773c69
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- **Process Transformation** :-> aims to process such as data, analytics, AI, and any process that can work towards lowering costs and driving operational efficiency in the business.
id:: 64856c69-52d5-40b7-9497-52567a02ce7f
- **Business Model Transformation** :-> aims to make fundamental changes in how a business or organization runs which can include personnel, processes, and technology.
@ -1845,6 +1928,7 @@
id:: 648594af-cbc3-4a32-b6cc-56e47df1124e
- **Guidelines** for a successful Digital Transformation #flashcard
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- Understand your technology
- Embrace Cultural Change
- Consider a new digital business model
@ -1852,8 +1936,10 @@
- Ensure Collaboration
- Top Management Support
- Digital Product
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- Characteristics #flashcard
id:: 648adeaf-5f9b-4d8b-a56c-dcdcec706fc2
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- no physical form, exist only in the digital realm,
- _intangible_ items delivered _electronically_,
- anything that can be _downloaded_ and _used digitally_ can be considered a digital product,
@ -1862,9 +1948,11 @@
- often come with a license that allows a customer to use them in unlimited ways.
- Will everything become digital? #flashcard
id:: 648adeaf-9acb-4ea2-938a-8ffdb701d897
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- In practice, most products and experiences they are part of are _hybrid_.
- **Why** digital products? #flashcard
id:: 648adeaf-bc9c-4763-9fd9-257d6422ea59
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- Customer happiness is how you win in business. Modern customer expectations are being driven by largely digital technology and digital innovations.
- Low investment, (potentially) high returns
- More profitable than physical goods
@ -1874,6 +1962,7 @@
- Digital products offer unique ways to communicate directly with the customers.
- Digital Project Development #flashcard
id:: 648adeaf-3f04-491f-9c27-31923ca289b0
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- Phase 1. **Discovery** :-> the process of identifying the problem to be
id:: 648adeaf-d69b-4b37-ae1c-fe56af28f8ed
solved, making sure the problem is worth solving, and
@ -1903,28 +1992,35 @@
the feedback from the MVP launch, it’s time to consider
the growth or scaling phase.
- Digital Project Management
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- Terms
collapsed:: true
- **Digital Project Manager** :-> the glue that brings
id:: 648adeaf-2034-426d-ab31-c83d06e1c0b9
together many facets of a successful digital product—
customers, design, engineering, operations, sales,
marketing, finance, compliance, legal, and more.
- **Project Team for Digital Products**:
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A project team for digital product is made up of:
- **Developers or engineers** – the people who will code, test and deploy the digital application that will be used by customers.
- **Experts in customer or user experience** who focus on how the product and associated services will be used by the customer, and who create the user interface, services and other interactions with the customers
- **Sales and marketing experts**, who will actually get customers to use the product.
- mistakes to avoid #flashcard
id:: 648adeaf-6b3a-4fb1-afe9-fd8d786f6db3
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- Having the _wrong data_
- _Resistance_ from staff
- Underestimate _costs_
- A lack of _commitment_
- A lack of _skills_
- ## Topic 10: ==Intellectual Property==
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- 知识产权分类 #flashcard
id:: 648ae540-d111-47d6-8742-5709ab330e29
collapsed:: true
- 专利 (patent):专利是政府向发明人授予的暂时垄断权，以排除他人使用该发明。在美国，专利有效期自其存档日期起共20年。“ 专利是个人或组织与国家之间的契约”专利是由政府授予的有限时间的垄断，作为交换，它向公众传授新的有用的知识 其目的是通过授予临时垄断来鼓励一个经济体内部的创造力和创新·a document granting an inventor sole rights to an invention ¡ ·“a patent is a contract between an individual or organisation and the state¡· A patent is a limited-time monopoly, granted by government, in exchange for teaching the public new and useful knowledge ¡ ·The aim is to encourage creativity and innovation within an economy by granting a temporary monopolyThis means that individuals and organisations will know that any l· idea that is created from their R&D investment will be protected (if patentable), and l ·any Return On Investment (ROI) will be received by them and not others（也就是说个人和组织将知道他们所研发的想法将得到保护，同时任何投资回报（ROI）将由他们获得，而不是别人）
collapsed:: true
- ◦ 专利分类 #flashcard
id:: 648ae546-f71a-4320-bb7c-15340bcd6e77
collapsed:: true
@ -1938,6 +2034,7 @@
- ◦ 创造性步骤Inventive step当对本领域技术人员来说不显而易见时，发明应被视为包括创造性步骤‘an invention shall be taken to involve an inventive step when it is not obvious to a person skilled in the art ‘
- ◦ 专利的花费The cost of patents #flashcard
id:: 648ae578-d2df-4a05-8b3f-c14cb0c6c9eb
collapsed:: true
- ▪ 所需缴纳年费Annual fees required :-> 可能很贵组织必须权衡成本和收益l ·Can be expensivel ·Organisations have to weigh up the cost vs the benefits（如果一个专利需要每年交很贵的专利费，但是无法投入生产的话就会导致亏损）
id:: 648ae582-c9b5-4239-9d3b-8067a3537035
- ▪ 专利代理人Patent agents :-> 拥有科学知识或者法律知识的专家必须有专家来准备专利并检查他人侵权行为l ·Experts who have scientific or engineering and legal knowledge l· Experts will have to be paid to prepare patents and check for infringements by others
@ -1945,6 +2042,7 @@
- ▪ 法院费用Court fees :-> 只拥有专利没有意义，除非能执行它可能意味着有昂贵的诉讼费l ·There is no point in having a patent unless you enforce itl ·This can mean expensive litigation in national courts
id:: 648ae587-c976-430d-9f2a-f1b4627252b7
- ◦ 关键术语Patents – Key Terms
collapsed:: true
- ▪ 上诉权Offensive right :-> 要求专利所有人起诉侵权者，这很贵，专利侵权不会导致自动罚款，只有专利所有人会监督其他组织或个人的行为 requires that the patent owner sues the infringer l· This is expensive l· Patent infringement does not lead to an automatic fine, only the patent owner polices the actions of other organisations or individuals（也就是说如果别人侵犯了你的专利权，不会自动对他罚款，只有你发现并上诉了才能对他进行罚款）
id:: 648ae591-defb-43aa-8dbb-cc7da735911d
- ▪ 现有技术Prior art :-> 专利中描述的发明，无论是否是要求保护的发明的一部分，都被法律系统认为是公知的an invention described in a patent, whether part of the claimed invention or not, is considered by the legal system to be known publicly
@ -1954,6 +2052,7 @@
- ◦ 专利地域性：国际专利条约一般是指，在决定谁在其他国家享有优先权时，以你在自己国家的申请日为申请日
- ◦ 专利的好处 #flashcard
id:: 648ae5be-f9c8-49f4-9b6d-aa644128135b
collapsed:: true
- ▪ 在专利期限内，只有所有者 (个人或组织 )才能从发明中受益。专利所有者可以自己在法商业上利用他们的想，也可以向其他机构收取专利使用费，从而找到一个替代收入来源。这在组织没有资源或市场知识来开发与专利相关的发明时特别有用·Only the owner (individual or organisation) can benefit from the invention for the duration of the patent·Patent owners can commercially exploit their ideas themselves or they can charge other organisations to use their patent – thereby identifying an alternative source of income¡ ·This is particularly useful where an organisation does not have the resources or market knowledge toexploit the invention associated with the patent（比如使用专利权/专有技术使用权入股）
- ◦ 专利限制
collapsed:: true
@ -1975,52 +2074,66 @@
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- ![image.png](../assets/image_1686824439230_0.png)
- 商标 (trademark): 商标是政府授予商标拥有人的、与一类产品或服务相关的特定名 称或标志的排他性使用权。商标的基本功能是专门识别产品或服务的来源或原产地，因此它是原产地标记与商业形象、商誉密切相关。商标专用权产生于与商品和服务有关的标志的使用，它持续 10年，之后只要没有异议，它可以反复更新¡· The essential function of a trademark is to exclusively identify the source or origin of products or services, so it serves as a badge of origin¡ ·Closely associates with business image, goodwilland reputation¡ ·Trademark exclusive rights arise from the use of the sign in relation to goods and services, it lasts 10years after which it can be renewed repeatedly for as long as there are no objections
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- ◦ 注册商标的法律要求
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- ▪ 注册的法律要求 : #flashcard
id:: 648ae61f-665c-4e88-8801-17a4c6f34ed2
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- 1.一个标志A sign
- 2.与起源不同Distinctive as to origin
- 3.能够以清晰、精确的方式表现出来Capable of being represented in a clearand precise manner
- 某些标志永远不能注册 :-> 不是标志，没有特色，描述性，违反公共政策，欺骗性，等等。有些商标不能注册，因为市场上已经存在相同或相似的商标
id:: 648ae62b-2880-4605-8aef-ebd61a95b160
- 产品外观设计designs for product appearance产品整体或部分的特征，特别是产品本身或其装饰的线条、轮廓、颜色、形状、纹理或材料只有其实际形状、结构、图案或装饰所赋予的外观才能得到保护，而不是任何潜在的想法它赋予所有者在其地理管辖范围内 (英国 /欧盟 )阻止任何人复制其产品外部设计的权利.在美国设计专利注册可以持续 25年，但必须每五年更新一次`A registered design protects the external shape of the productl `Only the appearance given by its actual shape, configuration, pattern or ornament can be protected, not any underlying idea ¡` It gives the owner the right to stop anyone copying the external design of their product, within their geographical jurisdiction (UK / EU)¡ ·In the US similar protection exists under the concept of a design patent¡ T·he registration can last 25 years, but it must be renewed at five-yearly intervals
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- ◦ 注册要求
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- ▪ 1.新颖
- 2.有个性
- 版权 (copyright): 版权是政府授予的复制和传播某原始作品的排他性权利，包括文字、 图形、音乐、艺术、娱乐、软件等。
collapsed:: true
- 版权保护仅延伸到表达方式，而不延伸到思想、程序、操作方法或数学概念本身。为了版权的存在，作品必须 :原创性要求并不要求作品是原创思想的表达，但表达思想的方式必须是原源自作者，以及属于受保护的主题¡ ·Original literary, dramatic, musical and artistic works, including computer programs and databases are protected by copyright for duration of the author’s life + 70 years after their death ¡ ·Sound recordings, films, broadcasts and cable programmes, the typographical arrangement or layout of a published edition are protected by related rights for 50 years from the end of the calendar year in which the work was first made available to the public (except for films)
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- ◦ 专有权、保护形势
collapsed:: true
- ▪ 1.它从第一次被记录的那一刻起自动产生，不需要任何正式的登记
- 2.版权授予专有权，如复制作品、向公众传播、提供或分发作品的权利
- 3.奏鸣曲将作为作者作品受到版权保护，奏鸣曲的录音将受到相关权利的保护1.It arises automatically from the moment it has beenfirst recorded and does not require any formal registration2.Copyright grants exclusive rights such as to the right to reproduce the work,communicate it to the public,make it available, or distribute it3.A sonata will be protected as an authorial work by copyright, a sound recording of the sonata will be protected by related rights
- 知识产权战略：保护公司无形资产 #flashcard
id:: 648ae67f-8cbb-47cd-bb19-166f4a8d926d
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- 产品 /服务开发Product / service development
- 知识产权保护IP Protection
- 知识产权商业化IP Commercialization
- 构思过程Ideation process
- 知识产权定义 #flashcard
id:: 648ae68b-e450-490f-a0bb-90055a272ab7
collapsed:: true
- 知识产权，通常被称为 IP，是指由人类智力或创造性活动创造的无形资产。Intellectual property, often known as IP, refers to intangible assets created by human intellectual or creative activity
- 知识产权允许人们像拥有有形财产一样拥有自己的创造力和创新。 Intellectual property rights (IPRs) allow people to own their creativity and innovation in the same way that they can own physical property.
- 所有者可以控制并从使用他们的知识产权中获得回报，这鼓励了进一步的创新和创造，对我们所有人都有好处。The owner can control and be rewarded for the use of their IP, and this encourages further innovation and creativity to the benefit of us all.
- DONE Week 3
- ## Topic 11: ==System Level Design==
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- 系统级设计（System-level Design）
产品架构可以描述为 :“ 将产品的功能元素排列成物理块以及块之间相互作用的方案”功能性——有助于整体绩效的单个操作和转换.物理–实现产品功能的零件、组件和子组件（通俗来讲，顺序是完成相应功能的零件 component--->组件 chunks---->产品，产品架构就是以实体组件来实现产品的各功能单元，并使各组件相互作用的配置方案） Product Architecture can be described as: 1."the **scheme** by which the functional elements of the product are arranged into physical chunks and by which the chunks interact” 2.**Functional** – individual operations and transformations that contribute to its overall performance 3.**Physical** – parts, components and subassemblies that implement the product’s functions
- 目的 :-> 架构决策允许将这些物理模块的详细设计和测试分配给团队、个人和 /或供应商，以便不同部分的开发可以同时进行 Architectural decisions allow the detailed design and testing of these physical blocks to be assigned to teams, individuals, and/or suppliers, so that the development of different portions can be carried out simultaneously
id:: 648adea3-e0aa-4145-888e-45d2711be5ae
- 模块化架构 Modular & integral architecture #flashcard
id:: 648adeaf-b4ef-4ae0-aac3-74b22ee2c63a
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- ◦ 模块化架构 modular architecture 特点：1.各个组件分别实现一个或多个功能 2.组件之间的关系是明确的，这种关系往往是实现一个产品功能的基础 ·Each chunk implements one or a few functions entirely. ·The interactions between chunks are well defined. ·Modular architecture has simplicity and reusability for a product family or platform. 理解：当每个功能都只被一个组件完成时，并且组件之间的配合十分完美时，这种架构允许在不改变的情况下只改变一组而不影响整体功能。也就是说各个组件可以单独设计
- ▪ 槽形模块架构 Slot-modular (the most common type) 每个接口都与于其它接口类型不同，产品中的组件不能互换 Each of the interfaces between chunks in a slot-modular architecture is of a different type from the others – therefore the various chunks in the product cannot be interchanged 例子：汽车上的收音机接口与速度仪、仪表盘的接口都不同
- ▪ 总线模型 Bus-modular 有一个通用总线，其他组件通过同类型的接口连接到这个总线上 There is a common bus to which the other chunks connect via the same type of interface 例子：轨道照明
- ▪ 组合型模块架构 Sectional-modular 所有接口都是同类型的，但是没有一个所有组件都与之相联的元件。组装是通过将同样的接口相连接而完成的 1.All interfaces are of the same type, there is no single element to which all the other chunks attach 2.The assembly is built up by connecting the chunks to each other via identical interfaces 例子：分体沙发
- ▪ There are implications to the decisions you make about product architecture ·
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- Product change
- ·Modular chunks allow changes to be made to a few isolated functional elements of the product without necessarily affecting the design of other chunks ·
- Motives for change include #flashcard
id:: 648afb1a-e204-4958-9376-00dff9d8890f
collapsed:: true
- upgrades, add-ons,
- adaptation,
- wear,
@ -2031,15 +2144,20 @@
id:: 648adea3-42a7-4192-8e0e-9bd19e753f1d
- ◦ 集成化架构 Integral architecture 特点： #flashcard
id:: 648adeaf-dd91-4bd0-99fc-9e1ff3d553e3
collapsed:: true
- 1.产品的每个功能由多个组件组成
- 2.每个组件参与多个功能的单元实现
- 3.组件之间的互相关系不明确，这种相互关系对基本功能来说不重要 理解：不同于模块化结构，因为集成化结构的功能是由多个组件构成的，所以改变一个功能或者零件都涉及到多个组件的改变
- 建立产品架构（四步法）
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- ◦ 创建产品示意图 Create a schematic of the product
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- ▪ 示意图 (schematic) 反映了开发人员对产品组成的认识； 不包含全部细节； 示意图不是唯一的
- ◦ 对示意图中的元素(单元)进行聚类 (cluster) Cluster the elements of the schematic
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- ▪ 把示意图中的每个元素都划分到相应的组件中去； 为了控制这些选择的复杂性，可以假定每个元素都形成一个独立的组件，然 后在有利的情况下不断加以合并。为了确定哪些合并是有利的，需要考虑以下因素，这些因 素反映了前文所讨论的产品架构的内涵： #flashcard
id:: 648afdb9-09a3-488f-8f99-58d7804d2e0b
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- • ·几何集成与精确性 Geometric integration and precision：把示意图中的几个单元集成到一个组件中，会使设计人员 <20><> 好地 控制这几个单元的实体关系。这样，就能使出于同一组件，需要精确定位或紧密集成 的单元得到最好的设计。 l·Assigning elements to the same chunk allows a single individual or group to control the physical relationships among the elements l ·Elements requiring precise location or close geometric integration can often be best designed if they are part of the same chunk
- • ·功能共享 Function sharing： 当一个单独的实体组件可以实现产品的若干功能单元时，这些功能单元最 好集成在一起 When a single physical component can implement several functional elements of the product, these functional elements are best clustered together l For example, an integrated control panel on a car
- • ·供应商能力 Capabilities of vendors： 一个可靠的供应商可能具有与产品开发密切相关的某种能力。为了很好 地利用这种能力，开发人员会把那些供应商有制造经验的单元集成到同一个组件中， 并交给供应商生产 ·A trusted vendor may have specific capabilities related to a project l· To best take advantage of such capabilities a team may choose to cluster those elements about which the vendor has expertise into one chunk
@ -2049,15 +2167,20 @@
- • ·标准化 Enabling standardisation 如果有一套元件在其他的产品中也可以使用，那么应该把它们集成到一个组件中。这样可以提高组件中各实体单元的生产质量。 l ·If a set of elements will be useful in other products, they should be clustered together into a single chunk l· This allows the physical elements of the chunk to be produced in higher quantities
- • ·关联的便利性：有些相互作用可以在长距离内方便地传递。
- ◦ 设计简略的几何结构 Create a rough geometric layout
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- 几何结构可以采用草图、计算机模型或物理模型(例如卡板纸或泡沫制成)在二维平面或者三维空间中进行设计。设计几何结构时，设计人员要考虑组件之间的几何关系是否可以实现，并确定组件间的基本空间关系。 A geometric layout can be created in 2 or 3 dimensions or as physical models l· an example can be found on a later slide ¡ ·Creating a geometric layout forces the team to consider l ·whether the geometric interfaces among the chunks are feasible and l ·to work out the basic dimensional relationships among the chunks
- ◦ 确定基本的和附属的相互作用关系 Identify the fundamental and incidental  interactions
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- ▪ 各个组件可能是由不同的个人或小组设计的。组件之间存在着确定或不确定的相互作用关 系，所以各个小组要协调他们的设计，交流各自的信息。为了更好地管理这种协作过程，开发人员应该在系统设计阶段明确组件之间那些已知的相互作用。
- 组件之间的联系有两种类型。
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- 首先是基本的相互作用关系 (fundamental interaction), 它与 示意图中连接各组件的那些线条相对应。例如， 一张纸从纸张托盘移动到打印装置中，因为 这种基本的相互作用关系是系统运行的基础，所以，在最早设计示意图时就应该计划好，并 要很好地加以理解。其次是附属的相互作用关系 (incidental interaction), 它是功能单元特定的 实体设置或组件之间具体的几何排列造成的。例如，纸张托盘中的传动器所引起的震动会干 扰打印墨盒在 X 轴的精确定位。 It is most likely that a different person or group will be assigned to design each chunk ¡ Because the chunks interact with one another in both planned and unintended ways, these different groups will have to coordinate their activities and exchange information ¡ To manage this coordination process better, the team should identify the known interactions between chunks during the system-level design phase There are two categories of interaction l Fundamental ¡ Those which correspond to the lines on the schematic that connect the chunks to one another ¡ These are the fundamental interactions of the systems operation l Incidental ¡ Those that arise because of l the particular physical implementation of functional elements, or l because of the geometric arrangement of the chunks ¡ An incidental interaction graph is used to document this type of interaction, see next slide
-
- ## ==Topic 12 / 13: Detail Design and Prototypes==
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- 此阶段的部门职责是 #flashcard
id:: 648afdb9-8ccf-4d7e-854d-5a9e89be62b0
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- ·营销Marketing
- 制定营销计划 ·Develop marketing plan
- 设计Design ¡
@ -2070,18 +2193,22 @@
- Design tooling 设计工装
- Define quality assurance processes 定义质量保证流程
- 阶段 3 的输出是产品的控制文档,The output of Phase 3 is the control documentation for the product
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- 控制文件是The control documentation is: #flashcard
id:: 648aff42-4eb9-44ef-a2b0-eb30eb9ca2c4
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- :描述要制造的每个零件的几何形状及其生产工具的图纸或计算机文件The drawings or computer files describing the geometry of each part to be made and its production tooling
- 制造的过程描述和The process descriptions for the fabrication and
- 产品的组装 assembly of the product
- 要购买的零件的规格· The specifications of the parts to be purchased
- 什么是原型 :-> “依据一个或多个方面的兴趣而得到的产品的近似品”(an approximation of the product along one or more dimensions of interest)a smallscale modeli.e.¡ ·Industrial designers produce prototypes of their concepts, such as models¡ ·Engineers prototype a design¡ ·Software developers write prototypeprogramsPrototyping is the process of developing such an approximation of the product
id:: 648adeaf-406c-446a-a293-4823cd212018
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- a 原型 (alpha prototype) :-> 通常用于评估产品是否按预期工作 Are typically used to assess whether the product works as intended
id:: 648afdb9-4329-42c6-92eb-eb05e682abbb
- β 原型 (beta prototype) :-> 通常用于评估可靠性和识别产品中的剩余缺陷 Are typically used to assess reliability and to identify remaining bugs in the product
id:: 648afdb9-58e5-4934-bd39-d2bd66f0d417
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- ◦ Beta 原型在内部进行了广泛的评估，并且通常由客户在他们自己的使用环境中进行测试测试原型的目标通常是回答关于性能和可靠性的问题，以便为最终产品确定必要的工程更改 Beta prototypes are extensively evaluated internallyand are also typically tested by customers in their own use environment¡ The goal for the beta prototypes is usually to answer questions about performance and reliability in order to identify necessary engineering changes for the final product
- 试产原型 (preproduction prototype)是整个公司生产的第一批产品生产过程 Are the first products produced by the entire production process
- 软件模型、硬件模型（Soft Models、Hard Models）
@ -2090,26 +2217,31 @@
id:: 648acec3-1352-4b73-86df-d4c008305bb5
- 原型的作用 Uses of Prototypes #flashcard
id:: 648afdb9-f8f5-4bfc-8062-62b71f0af4be
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- 学习(learning):原型通常用于回答“它能否工作?”和“它满足消费者需求的程度如何?”。 当回答这类问题时，原型就作为学习的工具。Answering questions about performance or feasibility , such as“Will it work?”“How well does it meet the customer needs?”
- 沟通（communication）沟通 (communication): 原型加强了开发团队与高层管理者、供应商、合作人、开发团队 扩展成员、消费者及投资者间的沟通。·Demonstration of a product to get feedbackfrom all stakeholders·A physical, tactile, 3D representation of aproduct is much easier to understand than averbal description or even a sketch of aproduct 例子：以一个可见的、能 触知的三维图形来表现一个产品，比语言草图描述更易理解。在 PackBot 概念开发中，通过利 用“可视、可感知”的原型，设计工程师、经理、供应商和顾客间的沟通得到加强。新的消 费者经常对 PackBot 底盘过于狭小不满意，然而，实物模型清晰地展示了有限的空间。
- 集成 integration  原型用于确保产品的子系统及组件能如预期的一样协同工作。综合化的实体原型在产品开发项目中作为集成工具最为有效，因为它们要求零件、各部件间协调，并与零件组成一个产品。要做出这样的原型，需产品开 发团队成员相互协作。如果产品任何组件的组合妨碍了 产品的整体功能，这一 问题只能在综合化的实体原型中 通过集成来检测。·Prototypes are used to ensure that componentsand subsystems of the product work together as expectedl ·Comprehensive physical prototypes are the most effective as integration tools in product development projects because they require the assembly and physical interconnection of all of the parts and subassemblies that make up a productl ·The integration of the prototype forces coordination between different members of the product development teaml ·For example: alpha or beta test models
- 里程碑 milestones  尤其是在产品开发的后期，原型用于验证产品在功能上已达到期望水 平。里程碑原型提供可触知的目标，表明了进展情况，并用来加强进度安排。Provide goals for the development team’s schedule· Milestone prototypes are defined in the product development project plan 这种原型的数量和它们的时间是整个开发计划的关键要素之一作为一个基本案例，开发团队应该考虑使用 alpha、 beta 和预生产原型作为里程碑 The number of such prototypes and their timingis one of the key elements of the overall development planl ·As a base case, the development team should consider using alpha, beta and pre-production prototypes as milestones¡ e.g. first testable hardware
- 原型分类 #flashcard
id:: 648afdb9-5d76-4273-af44-f89d6adc854e
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- 实体/解析 #flashcard
id:: 648afdb9-e204-4ec9-ad13-a1a2a89e7cbb
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- Physical prototypes are :-> tangible artifacts created to approximate the product ¡ ·Aspects of the product of interest to the development team are actually built into an artifact for testing and experimentation ¡· Examples of physical prototypes include l ·models which look and feel like the product l ·proof-of-concept prototypes used to test an idea quickly l· experimental hardware used to validate the functionality of a product 例子：一个木制的玩具模型
id:: 648adea3-30f6-4214-ab85-0a41dbfffa93
- Analytical prototypes :-> represent the product in a non-tangible, usually mathematical, manner¡ ·Interesting aspects of the product are analysed, rather than built 例子：数学分析、建模
id:: 648adea3-43b4-4c38-8202-edd69837cf83
- 综合/专一 #flashcard
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collapsed:: true
- ◦ 综合 (comprehensive) :-> 能完成产品的绝大多数属性。·Comprehensive prototypes implement most, if not all, of the attributes of a product¡ ·A comprehensive prototype corresponds closely to the everyday use of the work prototype – i.e. it is a full-scale, fully operational version of the product 例子：β 原型，用来给测试功能
id:: 648adea3-d8ea-4659-a743-2089ecce3d97
- ◦ 专一化原型 (focused prototype) :-> 只履行(完成)产品的某个或某些属性。一个普遍的做法是用两个或多个专一化原型一起探查一个产品的所有性能。这些 原型包括外观 (looks-like)原型和工作原理 (works-like)原型。通过制造两个分离的专一化原型，开发团队可以比制造一个综合化原型更早地解决问题。·Focused prototypes implement one, or a few, of the attributes of a product¡· Examples of focused prototypes include foam models toexplore the form of a product and wire wrapped circuit boards to investigate the electronic performance of product design¡ ·A common practice is to use two or more focused prototypes together to investigate the overallperformance of a product·By building two separate focused prototypes, the team may be able to answer its questions much earlier than if it had to create one comprehensive prototype
id:: 648acfc3-52b6-457c-be20-de52d48db117
- 选择原型类型的原则 #flashcard
id:: 648afdb9-30b3-4b79-9261-098c21872aa1
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- ·分析原型通常比物理原型更灵活 ·Analytical prototypes are in general moreflexible than physical prototypes
- 需要物理原型来检测意料之外的现象 ·Physical prototypes are required to detect unanticipated phenomena
- 原型可以降低高成本迭代的风险 ·Prototypes may reduce the risk of costly iterations
@ -2119,6 +2251,7 @@
id:: 648afdb9-9b3e-464e-a381-6b6270c64efd
- 制定原型计划（四步） #flashcard
id:: 648adeaf-4219-4f20-a6fb-d82381a36dd7
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- 界定原型的目的·define the purpose of the prototype 原型的四个目的是：学习、沟通、集成和里程碑。在界定原型目的的过程中，开发团队列出具体的学习与沟通需求，也列出了集成需求以及这一原型是否作为整个产品开发项目中的一个里程碑。l ·The team lists its specific learning andcommunication needsl ·Team members also¡ ·list any integration needs¡· decide whether or not the prototype isintended to be one of the major milestonesof the overall product development project 例子：车轮原型的目的是决定车轮的抗震性能和安全性能。虽然学习原型的目的专注于性能，但开发团队还是要考虑材料的制造成本，其中，很多材料是不可铸造的，必须机加。
- 建立原型的近似水平 Establish the level of approximation of the prototype 对原型进行计划需要确定原型与最终产品的相似程度。开发团队应考虑一个实体化原型是否必需，或一个解析化原型能否最好地满足它的要求。在大多数情况下，最好的原型是那个满足步骤 1 所设定目的的最简单原型 The degree to which the final product will be approximated in the prototype must be defined l The team should consider whether a physical prototype is necessary or whether an analytical prototype would best meet its needs 例子:对于车轮原型，团队要根据冲击效果来决定车轮的材料和几何形状。然而，车轮的其他 方面可能被忽视，包括生产方法(铸模或者机加)、驾驶系统的附件和铁轨带、车轮的颜色和 整体造型等。团队中一名成员先前就研究了轮辐弯曲效果的解析化原型，她认为原型的物理 特征对于确认她的分析很有必要。她发现抗震效果和车轮力量之间存在一个基本的取舍关系， 因为抗震需要轮辐柔韧，而车轮力量需要车轮尺寸更大。因此，团队使用解析型原型和物理原型来决定轮辐的尺寸。
- 制定实验大纲 Outline an experimental plan 大多数情况下，在产品开发中使用原型可以看成一个实验。好的实验有助于从原型化活动 中获取最大价值。实验计划包括确认各种实验变量、测试草案、进行哪些测试的指示以及分 析最终数据的计划。当必须探索许多变量时，有效的实验设计将极大地加快这一进程。·The use of a prototype in product development can be thought of as an experimentl ·Good experimental practice helps to make sure that you get the maximum value from the prototyping activity 例子：对于车轮原型测试，团队决定只改变轮辐的材料和网的几何形状。根据解析化原型，团队 选择了两种样式的轮辐，每种轮辐又选择了 6 种材料，总共进行了 12 次实验。团队设计了一 个结实的平台，每个车轮被安装后由不同的高度落入平台，通过观察平台的受重就可以测试 车轮传递给 PackBot 的冲击力。在完成所有的实验后，相关人员会观察车轮落下的损伤，包括 裂纹和塑性变形，然后再提高一个高度进行测试。这些测试的结果不仅可以用来选择最好的轮辐几何和材料，而且可以改善车轮的物理解析化原型。
@ -2127,43 +2260,56 @@
id:: 648ad052-defe-4065-92dc-9754c5fcc0af
- 好处 Benefits of prototyping #flashcard
id:: 648afdb9-5c43-4adb-b7a9-45fcd8b28d74
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- Reduce uncertainty
- Make models with a defined purpose
- Consider multiple forms of prototypes
- Choose the timing of prototype cycles
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- Many early models are used validate concepts
- Relatively few comprehensive models are necessary to test integration
- Plan time to learn from prototype cycles
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- Avoid hardware swamp :-> where you keep building different ways out of a problem without stopping to think
id:: 648ad0cb-1e77-4481-aac5-15be286baaad
- DONE Week4
- ## Topic 18 初创企业和企业家精神
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- 什么是创业（startup）
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- 定义：创业公司是指经营历史有限的公司 这些公司通常是新成立的，正处于市场开发和研究阶段 通常它涉及一些新颖的技术或技术的使用，但关键是从技术中赚钱的连贯方法高科技(如电信、软件)与生物技术或医疗有很大不同\n A startup company or start-up is a company with \na limited operating history These companies, generally newly created, are in a \nphase of development and research for markets Typically it involves some novel technology, or \nuse of technology, but crucially… \nl a coherent means for making money from the \ntechnology High-tech (e.g. telecom, software) is very different \nfrom bio-tech or medica
- Spin-out 通常是从大学或其他公司中分离出来的、基于某项技术或研究成果的企业项目，可能已经得到了某些技术或资金上的支持。而创业公司则是在任何地方创建的初创企业，不一定与任何大学或公司有直接关联。然而，如果一个 Spin-out 从大学或公司分离出来并作为一个独立的企业开始运营，那么它也可以被认为是一个创业公司。
- 企业家 entrepreneur
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- Definition: :-> 拥有一家新企业或合资企业，并且承担固有风险和后果的全部责任·has possession over a new enterprise or venture·assumes full accountability for the inherent risks \nand the outcome
id:: 648afdb9-8b0a-450f-a32f-360b652f6f50
- 企业家精神/创业行为 Entrepreneurship
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- 它指的是 :-> 个人或团队通过创造新的商业机会、设计并开发新产品或服务、组织资源和着手实现创新的一系列行动和过程。 ·Entrepreneurship is the **practice of starting new** organisations or **revitalizing mature organisations**, *particularly new businesses* - generally in response to identified opportunities
id:: 648afdb9-d3d8-4527-bd63-2b84df539122
- 两种创新/企业家精神 #flashcard
id:: 648afdb9-cfc9-4215-972f-a19feed04e7d
collapsed:: true
- 社会（social）\n 目的在造福社会而不是去赚钱，包括商业、公众等，如扶贫、环境、文化与艺术\n·Aim is to create social change rather than\nmake money Often involves business, public & charity organisations\n·Examples\nl poverty relief\nl environment\nl arts & culture
- 技术 Technological\n·目标是获得独立性，以利用某项技术。\n·经常是由于在大公司中受挫而导致的。Aim is to gain independence to exploit a technology Often results from being frustrated in a large company
- 影响成功创业的因素
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- 支持创业的组织 #flashcard
id:: 648afdb9-5804-4c67-ba71-df7abfda3c60
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- business incubators 企业孵化
- science parks 科学园区
- Non-Government Organisations
- government
- 小企业会面临的风险 #flashcard
id:: 648afdb9-5cf5-43c6-9d96-b957e829cdb6
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- 努力工作，自己做大多数决定涉及相当大的风险融资成本高没有规模经济 Hard work, making most decisions on your own Considerable risks involved Costly to raise finance No economies of scale
- 创业的优劣势
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- Advantages: #flashcard
id:: 648b01b2-b79e-4a14-84b3-3009c7bd6e8f
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- Independence
- Financial opportunities
- Community service
@ -2172,6 +2318,7 @@
- Challenge
- Disadvantages: #flashcard
id:: 648b01cc-3ccf-4336-a531-725d62f89bc7
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- Sales fluctuations
- Competition
- Increased responsibilities
@ -2180,19 +2327,25 @@
- Laws and regulations
- Risk of failure
- 早期决定
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- 什么类型的业务–type of business
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- 可扩展的全球技术公司Scalable, global technology player
- 有长期 R&D 计划的生物技术企业Biotech business with long-term R&D plans
- 具有中期增长计划的制造工厂 Manufacturing facility with medium growth plans
- 互联网服务商 Service provider
- 生活方式商业lifestyle business
-  什么形式的所有权——如个体经营者？
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- 营销商 Sole Trader
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- ![image.png](../assets/image_1686821512069_0.png)
- 伙伴关系 Partnership
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-  两个或两个以上的人结合资源，形成合伙关系 双方(或多方)之间存在合同。Two or more people combine resources and form partnership, Contract exists between the two (or more) parties;
- 条款包括:terms include: #flashcard
id:: 648b024a-a6bd-4252-9a61-aecc0e8417f6
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- 各合伙人认缴的出资额The amount of capital subscribed by each partner
- 如何确定利润并在合伙人之间分配How profits will be determined and allocated between partners
- 合伙人的工资分配Salary allocation for the partners
@ -2200,16 +2353,20 @@
- 比如说你想开一家茶百道的奶茶店，你和茶百道总公司就构成了加盟关系。也比较类似于你和同伴合伙开一家公司，按照技术、资金投入占比进行股权分配和分红。当然要考虑到如果你不想在这个公司干了该怎么把钱拿回来，这就是退出机制（解散程序）
- 有限责任公司 Limited Company #flashcard
id:: 648afdb9-01bc-4cb9-9a0b-f74ad94fbe2c
collapsed:: true
-  在这种情况下，有限意味着所有者不再对其公司的债务承担无限责任 在美国，这些被称为股份有限公司所有公司都有在公司投资的股东 所有公司都有董事，他们是由股东选出来管理公司的\n·Limited in this instance meaning that the owners no \nlonger have unlimited liability for the debts of their \ncompanies \n·In the US, these are known as incorporated \ncompanies \n·All companies have shareholders who have \ninvested in the company \n· All companies have directors who are selected by \nthe shareholders to run the company\n\n 公司所有者的个人财产和资产是与公司完全独立的，这意味着企业的债务不会由个人承担，仅限于承担其所持有的股份投资。这种特殊的财务安排可以帮助创业者控制风险并保护个人财产不受经营活动的影响。
-  你是被技术驱动还是被市场驱动？ #flashcard
id:: 648afdb9-d5d9-445b-a4c3-aa68dd432b3d
collapsed:: true
- 市场驱动型就是根据市场需求来设计产品。
- 技术驱动型就是发明出来一个技术后看这个技术能运用在哪，然后告诉用户这个技术有多棒
-  谁是你的客户？ #flashcard
id:: 648afdb9-7f1e-4250-8708-521b0671de67
collapsed:: true
- B2C (business to consumer)
- B2B (business to business)
- 高科技创新企业是怎么样走到一起的
collapsed:: true
-  技术
- 知识产权(保护)
- 愿景(技术能引领到哪里？
@ -2223,31 +2380,43 @@
- Technology Intellectual Property (Protection) The Vision (Where can the technology lead? Is there \na market for it) Personnel\nl Scientific leaders\nl Business managers\nl Fund Raisers\nl Scientists/Engineers Money
- 创建高新企业的阶段\nThe stages for creating a hitech start-up #flashcard
id:: 648afdb9-3129-4e6c-8322-a704741423a4
collapsed:: true
- 1.评估机会-产生、评估和提炼商业概念 \nassess the opportunities - generate, evaluate & \nrefine the business concept
- 2.制定商业计划并决定合资企业的结构 \nDevelop the business plan and decide on the \nstructure of the venture
- 3.获得必要的资源和资金 \nAcquire the necessary resources and funding
collapsed:: true
- 筹资阶段 fund-raising stage
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- 投资前期 Pre-investment
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- 大学基金、朋友、银行贷款  5k- 50k\n 构建演示者，构建商业计划\nPre-investment \n·University fund, friends, bank loan  £5k-£50k \n build demonstrator, build business plan \n\nPre-investment（前投资）阶段通常通过大学基金、亲友关系或银行贷款等方式筹集资金，金额在 5,000 英镑至 50,000 英镑之间。这个阶段主要用于制作展示装置（demonstrator）并编制商业计划。
- A 轮 Round A 天使投资，或特别启动基金 \n10 万至 50 万 \n 建立董事会、部分高管团队 \n5 - 10 名员工\nl Angels, or special startup funds \nl £100k-£500k \nl Establish board, partial executive team \nl 5 - 10 employees
- B 轮 \n 风险投资\n1 米至 5 米 \n 完整的董事会和高管团队。扩展到 20+\nl Venture Capital\nl £1M-£5M\nl Complete board and exec team. Expand to 20+
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- 风险投资 VCs(Venture Capitalists)
collapsed:: true
- 收集资金(例如从养老基金)然后将这些资金投资到创业公司的公司
- 追求高风险、高回报
- 价值需要大幅提升 10 倍或更多
- 在公司股权中持有大量股份
- 预计只有十分之一的人会成功\n A company that collects funds (e.g. from pension \nfunds) and then invests those funds in startups Go for high-risk, high reward Need very large uplift in value, 10 times or more Take large stake in company equity Expect only 1 in 10 to succeed
- 退出阶段 exit\nExit 阶段
collapsed:: true
- （退出阶段）是指企业从一个环节成功转向下一个环节，或者从某一市场上成功退出。在创业公司中，Exit 通常是指公司被收购或上市交易。
- 筹资过程
collapsed:: true
- Elevator pitch/executive summary: 简短陈述/执行摘要；
- Business plan, presentation, management team: 商业计划、演示文稿、管理团队；
collapsed:: true
- Business plan 的两个基本功能
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- 1.通过规划公司未来的发展方向和制定战略来指导公司。 \nGuiding the company by charting its future course \nand defining its strategy for following it.（内部）
- 2.吸引将提供所需资本的贷款人和投资者。Attracting lenders and investors who will provide needed capital.（外部）
- 什么是商业计划
collapsed:: true
-  你计划进入的市场\
- 你对这个市场贡献的独特 <20><> 引人注目的特点
collapsed:: true
- 知识产权
- 商业模式和财务
- 团队和公司发展与战略
@ -2255,9 +2424,11 @@
- 退出策略
- The market you plan to enter\nl The unique and compelling features of your \ncontribution to this market\nl Intellectual property\nl Business model and Financials\nl Team and Company development \nand strategy\nl Investment proposition\nl Exit strategy
- 为什么需要商业计划
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- 在公司创始人之间提供一份关于未来发展方向的正式协议 可以减少创始人的自欺欺人 定义责任和奖励 帮助将抽象的目标转化为明确的目标 A business plan… provides a formal agreement between the \founders of a company about the direction to be \taken can reduce self-delusion among st the founders defines responsibilities & rewards helps to translate abstract goals into explicit operational needs
- 商业模式（如何赚钱）
- 商业计划的关键要素
collapsed:: true
- 标题页和目录
- 行动纲要
- 愿景和使命
@ -2274,6 +2445,7 @@
- 贷款或投资建议
- Title Page and Table of Contents Executive Summary Vision and Mission Statement Company History Business and Industry Profile Business Strategy Description of Products/Services Marketing Strategy\nl Document market claims\nl Show customer interest Competitor Analysis Description of Management Team Plan of Operation Projected Financial Statements Loan or Investment Proposa
- 准备商业计划的技巧
collapsed:: true
- 确保你的计划有一个吸引人的封面。(第一印象至关重要。)去掉你计划中所有的拼写和语法错误。让你的计划在视觉上吸引人。包括一个目录，让读者可以轻松地浏览您的计划。让它变得有趣。你的计划必须证明生意会赚钱(不一定马上赚钱，但最终会赚钱)。使用电子表格生成财务预测。总是包括现金流预测。保持你的计划“简洁”——25 到 40 页长。永远说实话。\n Make sure your plan has an attractive cover. (First impressions are crucial.) Rid your plan of all spelling and grammatical errors. Make your plan visually appealing. Include a table of contents to allow readers to navigate your plan easily. Make it interesting Your plan must prove that the business will \nmake money (not necessarily immediately, \nbut eventually). Use spreadsheets to generate financial \nforecasts. Always include cash flow projections. Keep your plan “crisp” – between 25 and 40 pages long. Tell the truth – always. \n
- Business survey: 商业调查；
- Due diligence: 尽职调查；
@ -2281,6 +2453,7 @@
- FUNDING: 融资。
- 4.成长和收获风险\nGrow and harvest the venture
- 企业失败的原因
collapsed:: true
- 缺乏技能
-  销售问题
-  财务控制
@ -2300,7 +2473,9 @@
l marketing issues
l red tape (bureaucracy)
- ## Topic 19
collapsed:: true
- The scope and objectives of cybersecurity
collapsed:: true
- Definition :-> Cybersecurity is the application of technologies,
id:: 648ae156-d60a-4df9-b0ef-6d1404a44712
processes and controls to protect systems,
@ -2311,13 +2486,17 @@
protect against the unauthorised exploitation of
systems, networks and technologies
- Trends and drivers of cybersecurity
collapsed:: true
- Information Security
collapsed:: true
- Definition :-> Seeks to protect all information assets, whether in
id:: 648ae194-a96a-4fe0-903a-5d0de2d0344d
hard copy or in digital form
- Concepts: #flashcard
id:: 648ae25d-6a9e-423b-bceb-ac5d9b378bf8
collapsed:: true
- confidentiality
collapsed:: true
- Confidentiality means that :-> only people with the right
id:: 648ae279-8cbc-457a-815b-9110beb1209a
permission can access and use information
@ -2328,6 +2507,7 @@
shoulder surfing, social engineering; (accidental)
publication
- integrity, and
collapsed:: true
- Integrity means that :-> information systems and their
id:: 648ae2db-d473-4637-9883-b9881abb341c
data are accurate, Changes cannot be made to data without
@ -2340,15 +2520,19 @@
external attacks; (accidental) employee error
- Authentication is :-> the process of validating the
id:: 648ae307-4640-478a-97cc-42102626dbb3
collapsed:: true
identity of a registered user or process before
enabling access to protected networks and systems. #flashcard
- Analogue
collapsed:: true
- signatures, handwriting, in person attestation,
witnesses, notary
- Digital
collapsed:: true
- username and password, digital signatures,
fingerprints or face recognition
- availability of information
collapsed:: true
- Availability is :-> the security goal of making sure
id:: 648ae327-b6e7-429a-b6a5-2141ae9de3cb
information systems are reliable
@ -2362,6 +2546,7 @@
id:: 648ae33a-8f36-4048-8ac7-8dfbd51a2b44
service (DoS) attack, (accidental) outage
- Privacy and Data Protection
collapsed:: true
- Data privacy are the regulations, or policies, that
governs the use of my data when shared with any
entity, while data protection is the mechanism —
@ -2371,6 +2556,7 @@
agreed to share
- Information Security x Privacy #flashcard
id:: 648afdb9-e32c-41ca-aead-2d027d4c3fea
collapsed:: true
- Information security and privacy are **closely related,
but distinct concepts**
- Privacy is :-> an individual’s right to control the use and
@ -2381,6 +2567,7 @@
data private
- Security is the process; privacy is the result
- Cybercrime
collapsed:: true
- Cybercrime is :-> an act that violates the law, by using
id:: 648afdb9-c1a5-4942-91b2-fb9a455b75ca
information and communication technology (ICT) to
@ -2388,18 +2575,22 @@
and/or technology or facilitate a crime
- Drivers of Cybersecurity #flashcard
id:: 648afdb9-3c18-4a35-8f03-3252710b99c7
collapsed:: true
- Legal and regulatory
- Commercial
- Technical
- Key concepts
collapsed:: true
- Vulnerabilities :-> weakness or flaw in the information system that can
id:: 648ae352-f31c-437b-bc7f-e07e266f239e
be exploited
- Threats :-> anything that can cause harm to an information
id:: 648ae35f-8842-4358-93fd-1f6fa1bb72a4
collapsed:: true
system – successful exploits of vulnerabilities
- Relationship between a vulnerability and a threat #flashcard
id:: 648afdb9-a664-4f39-9264-9962fc02e7ac
collapsed:: true
- An organization does not have sufficient controls
to prevent an employee from deleting critical
computer files **(lack of controls – vulnerability).**
@ -2422,16 +2613,19 @@
security laws, process of listing the all the relevant factors and
taking steps to control them where possible
- Information Security Management
collapsed:: true
- To effectively assess the security needs of an
organization and to evaluate and choose various
security products and policies
- Methods: #flashcard
id:: 648afdb9-52cf-48f4-ab98-560e43a318b2
collapsed:: true
- Categorize information
- Identify legal obligations
- Assess vulnerabilities, threats and risks
- Safeguards
- Development of standards
collapsed:: true
- process to take
- requirements to meet
- LATER 概率论 (隔了一个周末)