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- The Design Structure Matrix
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collapsed:: true
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- **Definition** :-> A useful tool for representing and analysing
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id:: 648adeaf-4d04-4e42-8de2-46c0f9504b6a
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task dependencies is the design structure matrix
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(DSM).
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- Working: #flashcard
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@ -1352,6 +1353,7 @@
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- Gantt Chart
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collapsed:: true
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- Features: #flashcard
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id:: 648adeaf-7e45-4525-b935-ef9a0357b961
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collapsed:: true
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- Gantt charts show how the work is broken down into a set of activities
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- They show the scheduling of these activities as a series of horizontal bands against a series of vertical lines representing dates
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@ -1369,9 +1371,11 @@
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- Undertake a baseline project plan
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collapsed:: true
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- **Definition** :-> project plan is the roadmap for the remaining development effort. The plan is important in coordinating the remaining tasks and in estimating the required development resources and development time.
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id:: 648585d8-581f-43ea-9aa5-7b0120facaec
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- Do project scheduling
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collapsed:: true
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- Methods: #flashcard
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id:: 648adeaf-cdc1-464b-94a2-3f5ea4ee8f9b
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collapsed:: true
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- Contract Book
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- Project Task List
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@ -1386,6 +1390,7 @@
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- Manage the project scope
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- Facilitate the exchange of essential information
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- **Execute** projects #flashcard
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id:: 648adeaf-c67c-4f4e-81d6-187a2f7c5fe4
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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?
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- ## Topic 3: Opportunity Identification
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id:: 648594af-3833-4991-a4c2-2e9c8430a122
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@ -1427,17 +1432,20 @@
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diversification through acquisition of other
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companies
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- Risk #flashcard
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id:: 648adeaf-3eb7-4324-a291-ff338c5c5b0a
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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
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- **Product development** (requiring, in effect, a new product) and market extension (a new market) involve a greater risk than market penetration
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- **Diversification** (both new products and new markets) generally carries the greatest risk of all
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- 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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id:: 648adeaf-8034-4b4d-9b8f-c2bd5ac6b4c9
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(in relation to NPD) and establishes the **boundary
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conditions for an innovation effort.** Charters can be
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termed as mission statement for a new product.
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- 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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id:: 648adeaf-0aae-4f4a-8463-5b3ae3ac5bd3
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- Internally
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- R&D department
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- Externally
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- **Transfer** emerging tech.
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- **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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id:: 64858d63-a50c-47ac-b805-f31a915f1be2
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- Roles:
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- **Discovering and developing** new technologies Improving understanding of the technology in existing products
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- **Improving and strengthening** understanding of technologies used in manufacturing
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@ -1472,10 +1481,12 @@
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- R&D for exploratory research
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- **Screen** opportunities
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- Purpose: #flashcard
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id:: 648adeaf-4e6e-4925-ae4a-fe540da85785
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- to eliminate any opportunities that are **unlikely to result in the creation of value**,
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- to focus attention on the opportunities **worthy of further investigation**
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- **not to** pick the _single best opportunity_!
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- Approach: #flashcard
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id:: 648adeaf-aee3-42e1-a238-429a8eba8b49
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- Web-based **surveys**
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- 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.
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- Develop **promising opportunities**
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- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
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- Select **exceptional opportunities**
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- Goal #flashcard
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id:: 648adeaf-b25f-4948-9137-298090ae8c93
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- select a few that warrant a significant investment in product development.
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- Approach:**Real-Win-Worth-it** #flashcard
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- **Real**: Is the opportunity real?
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- **Win**: Can you win with this opportunity?
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- **Worth** It: Is it worth doing?
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- **Reflect** on the result and process.
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id:: 648adeaf-d942-4fb1-a500-a6f66a6723e4
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Ask the following questions: #flashcard
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- **How many** of the opportunities identified came from internal sources versus external sources?
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- Did we consider **dozens or hundreds** of opportunities?
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* ● 构思错误的项目，启动后又取消。
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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
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- 产品开发的四种类型 #flashcard
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id:: 648adeaf-e57f-4391-941d-e3eb842cf401
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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
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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
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- ● 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
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id:: 64859157-dc41-453d-95ea-39e2280ea735
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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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id:: 648adeaf-8e4d-45b4-bfb1-048cc3f2da61
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and public to the marketer through information
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– information used
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- **Goal**: #flashcard
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- **Gather** raw **data** from customers #flashcard
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logseq.order-list-type:: number
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id:: 648adeaf-3531-4f3e-a109-f93735a1ba1b
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- **Interviews**: One or more development team members discuss with a single customer
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- **Focus groups**: A moderator facilitates a two-hour discussion with a group of 8 or 12 customers
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- **Observing** the product in use
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- This can be concluded as 图解如下
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- 
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- #### Identify Customer Needs 用户需求是什么 #flashcard
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id:: 648adeaf-2226-4c18-87eb-3053656b2e91
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- to understand customers needs,
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then to effectively communicate them to the
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development team 和研发队伍沟通
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- 4. Reflect on the results and the process 通过结果和进一步完善
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- #### Concept generation 想一个概念
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- Steps: #flashcard
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id:: 648adeaf-5da3-4fba-adaa-1f13b027770a
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- external search 在外面搜索
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- creative problem solving within the team, and 团队灵机一动
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- systematic exploration of the various solution
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and a brief descriptive text 产生 10-20 个概念
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- 
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- #### Concept selection 选一两个出来 #flashcard
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id:: 648adeaf-c28e-4998-b7ac-d3c5edabfe1e
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- the activity in which various
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product concepts are analysed and sequentially
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eliminated to identify the most promising
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concept(s)
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- {:height 564, :width 688}
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- There are 5 stages to the screening and
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id:: 648adeaf-63e1-4b70-bb5e-b41aa40a665c
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evaluation process: 用以下方式选择好的概念 #flashcard
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- 1. Initial screen - The key evaluation criteria given in the table on the
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previous slides can be developed further using a
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- Cyclical model: involves a continuous process of feedback and iteration.
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- Open innovation: involves collaborating with external partners to develop new products or services.
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- ### Characteristics of Innovative Companies
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id:: 648adeaf-9213-4326-9e55-82d61f9a3b0c
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Innovative companies share certain characteristics, such as: #flashcard
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- A willingness to take risks and experiment with new ideas.
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- A focus on customer needs and preferences.
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- A culture that encourages creativity, collaboration, and learning.
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- A commitment to continuous improvement and innovation.
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- ### Strategies for Fostering a Culture of Innovation
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id:: 648adeaf-8bb5-48bc-b238-aa0f9c52f7e4
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Companies can foster a culture of innovation by: #flashcard
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- Providing resources, such as funding, time, and expertise, to support innovation initiatives.
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- Encouraging collaboration and cross-functional teams.
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- Digital Transformation
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- Terms
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- **Digitisation** is :-> the process of converting information from analog to digital.
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id:: 64856c7b-d844-4f23-845c-1c4b74eebc0c
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- **Digitalisation** is :-> the process of using digitised information to make established ways of working simpler and more efficient.
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id:: 64856c7b-9aea-4afe-a16d-b0f7a61a2bcc
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- **Digital transformation** is :-> the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements
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id:: 64856c7b-6270-4c9a-9f96-920cc6d57636
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- **Types** of Digital transformation #flashcard
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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.
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id:: 64856c69-52d5-40b7-9497-52567a02ce7f
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- **Business Model Transformation** :-> aims to make fundamental changes in how a business or organization runs which can include personnel, processes, and technology.
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id:: 64856c7b-7b10-4cc5-a0c9-69900f0ccb14
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- **Domain Transformation** :-> This area offers a great opportunity to move into a new domain or area that a business may not have explored before by acquiring new technologies.
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id:: 64856c7b-1aaf-4be3-949f-aed8563d07bf
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- **Cultural/Organizational Transformation** :-> This is about redefining mindsets, processes, capabilities and skills for a digital world. It’s about driving digital transformation forward through growth initiatives that are grounded in a new culture and way of thinking.
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id:: 648594af-cbc3-4a32-b6cc-56e47df1124e
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- **Guidelines** for a successful Digital Transformation #flashcard
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id:: 648adeaf-bb84-41c5-93bf-bb4feb5f8f6d
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- Understand your technology
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- Embrace Cultural Change
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- Consider a new digital business model
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- Digital products offer unique ways to communicate directly with the customers.
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- Digital Project Development #flashcard
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- Phase 1. **Discovery** :-> the process of identifying the problem to be
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id:: 648adeaf-d69b-4b37-ae1c-fe56af28f8ed
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solved, making sure the problem is worth solving, and
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envisioning the solution to that problem.
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- Phase 2. **Ideate** :-> The goal is to brainstorm possible solutions to the
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id:: 648adeaf-9927-4e22-90f0-88b5e42c5c99
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problem identified in the discovery phase, creating a
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strategy for how to build a product that will solve that
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problem.
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- Phase 3. **Test** :-> The testing phase is all about gathering data,
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id:: 648adeaf-5010-4af8-a168-559b91adefeb
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refining and improving your idea, and gathering more data
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until you have a sharp idea. The testing phase should
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involve at least four steps, known as the lean validation
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process
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- Phase 4. **Execute** :-> This stage aims to develop the“most
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id:: 648adeaf-6ff8-4ce2-8567-1853d5bf63e0
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valuable player” namely the _Minimum Viable
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Product (MVP)._
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- Phase 5. **Launch** :-> Once your MVP is ready to go, it’s time to launch. A
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id:: 648adeaf-9b1a-4fb3-a36a-9b05174e52ef
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digital product launch usually means putting the MVP
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on the market and giving customers their first crack at
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your solution.
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- Phase 6. **Grow** :-> As refine the digital product into its final form, based on
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id:: 648adeaf-f8a3-4503-b1f2-526ff4b58779
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the feedback from the MVP launch, it’s time to consider
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the growth or scaling phase.
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- Digital Project Management
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- 要购买的零件的规格
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- The output of Phase 3 is the control documentation for the product¡ ·The control documentation is:l ·The drawings or computer files describing the geometry of each part to be made and its production toolingl ·The process descriptions for the fabrication and assembly of the productl· The specifications of the parts to be purchased
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- 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
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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
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- 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
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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
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- 控制模型和 CAD 模型 Control Models and CAD Models 从 CAD 数据构建和匹配的模型产品的完整模型和完整详细的组成由于成本或时间短缺，该模型的组件将被简化或忽略· Model that is constructed and matched from CAD data·Complete model and fully detailed composition of the product·Component of this model will be simplified or neglected due to cost or time shortages
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分支主题 6
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- 什么是原型化（prototyping）:-> 原型化是快速组装工作模型 (原型 )的过程，目的是测试设计的各个方面，阐明想法或功能，并收集早期用户反馈。Prototyping is the process of quickly putting together a working model (a prototype) in order to test various aspects of a design, illustrate ideas or featuresand gather early user feedback
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id:: 648acec3-1352-4b73-86df-d4c008305bb5
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- 原型的作用 Uses of Prototypes
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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?”
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- 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。
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- 原型分类
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- 实体/解析
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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
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id:: 648adea3-30f6-4214-ab85-0a41dbfffa93
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- 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
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id:: 648adea3-43b4-4c38-8202-edd69837cf83
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- 综合/专一
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- ◦ 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
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id:: 648adea3-d8ea-4659-a743-2089ecce3d97
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- ◦ 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
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id:: 648acfc3-52b6-457c-be20-de52d48db117
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- 选择原型类型的原则
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- ·分析原型通常比物理原型更灵活 ·
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- 需要物理原型来检测意料之外的现象 ·
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- 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。
|
||||
- 制定采购、建造和测试的时间表 Create a schedule for procurement,construction and testing 因为建造和测试一个原型可以看作整体开发项目内的一个子项目，因此，开发团队会从制 定原型化活动计划中获益。对于一个原型计划，有三个日期特别重要：第一，部件可装配的日期(这一 日期有时被称为“部件水桶 (bucket of part)”日期);第二，原型进行首次测试的日 期(这一 日期有时被称为“冒烟实验 (smoke test)”日期，因为在这天，开发团队将首次在产品中通电并在电器系统中“寻找烟”);第三，完成测试并产生最终结果的日期。Three dates are particularly important in defining a prototyping effort¡ ·The team defines when the parts will be ready to assemble¡ ·The team defines the date when the prototype will first be tested¡ ·The team defines the date when it expects to have completed testing and produced the final results
|
||||
- 整体步骤就是 :-> 1.确定目的 2.建立原型的近似水平，看是否有必要，或者要测试哪些方面 3.确定实验大纲 4.指定日期
|
||||
id:: 648ad052-defe-4065-92dc-9754c5fcc0af
|
||||
- 好处
|
||||
- Reduce uncertainty
|
||||
- Make models with a defined purpose
|
||||
|
|
@ -1971,6 +2014,7 @@
|
|||
- Relatively few comprehensive models are necessary to test integration
|
||||
- Plan time to learn from prototype cycles
|
||||
- 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
|
||||
- topic 18 初创企业和企业家精神
|
||||
|
|
@ -2100,33 +2144,43 @@
|
|||
- ## Topic 19
|
||||
- The scope and objectives of cybersecurity
|
||||
- Definition :-> Cybersecurity is the application of technologies,
|
||||
id:: 648ae156-d60a-4df9-b0ef-6d1404a44712
|
||||
processes and controls to protect systems,
|
||||
networks, programs, devices and data from cyber
|
||||
attacks
|
||||
- Objective :-> It aims to reduce the risk of cyber attacks, and
|
||||
id:: 648ae15b-9229-4b0f-bcaa-8cd716c52a08
|
||||
protect against the unauthorised exploitation of
|
||||
systems, networks and technologies
|
||||
- Trends and drivers of cybersecurity
|
||||
- Information Security
|
||||
- Definition :-> Seeks to protect all information assets, whether in
|
||||
id:: 648ae194-a96a-4fe0-903a-5d0de2d0344d
|
||||
hard copy or in digital form
|
||||
- Concepts: #flashcard
|
||||
- confidentiality
|
||||
- Confidentiality means that :-> only people with the right
|
||||
id:: 648ae279-8cbc-457a-815b-9110beb1209a
|
||||
permission can access and use information
|
||||
- Ensuring confidentiality :-> encryption, access controls
|
||||
id:: 648ae29c-80ff-417b-b260-17d9d4b37b6b
|
||||
- Compromising confidentiality :-> (intentional)
|
||||
id:: 648ae2a7-de20-4ef5-92aa-c25a3475088f
|
||||
shoulder surfing, social engineering; (accidental)
|
||||
publication
|
||||
- integrity, and
|
||||
- Integrity means that :-> information systems and their
|
||||
id:: 648ae2db-d473-4637-9883-b9881abb341c
|
||||
data are accurate, Changes cannot be made to data without
|
||||
appropriate permissions
|
||||
- Ensuring integrity :-> controls ensuring the correct
|
||||
id:: 648ae2e9-3893-4534-839b-f74b0a47b967
|
||||
entry of information, authorization, antivirus
|
||||
- Compromising integrity :-> (intentional) employee or
|
||||
id:: 648ae2f5-d95e-4fae-b43b-0b10e8eefcf0
|
||||
external attacks; (accidental) employee error
|
||||
- Authentication is :-> the process of validating the
|
||||
id:: 648ae307-4640-478a-97cc-42102626dbb3
|
||||
identity of a registered user or process before
|
||||
enabling access to protected networks and systems.
|
||||
- Analogue
|
||||
|
|
@ -2137,13 +2191,16 @@
|
|||
fingerprints or face recognition
|
||||
- availability of information
|
||||
- Availability is :-> the security goal of making sure
|
||||
id:: 648ae327-b6e7-429a-b6a5-2141ae9de3cb
|
||||
information systems are reliable
|
||||
- Individuals with proper permission can use systems
|
||||
and retrieve data in a dependable and timely
|
||||
manner
|
||||
- Ensuring availability :-> recovery plans, backup
|
||||
id:: 648ae332-cf7f-401b-a309-8aae86bb5c39
|
||||
systems
|
||||
- Compromising availability :-> (intentional) denial of
|
||||
id:: 648ae33a-8f36-4048-8ac7-8dfbd51a2b44
|
||||
service (DoS) attack, (accidental) outage
|
||||
- Privacy and Data Protection
|
||||
- Data privacy are the regulations, or policies, that
|
||||
|
|
@ -2157,8 +2214,10 @@
|
|||
- Information security and privacy are **closely related,
|
||||
but distinct concepts**
|
||||
- Privacy is :-> an individual’s right to control the use and
|
||||
id:: 648ae1b1-50af-4fe1-92ea-4924a940f6ec
|
||||
disclosure of their own personal information
|
||||
- Information security is :-> the process used to keep
|
||||
id:: 648ae1b7-d101-4cab-bf62-d30b99c4a004
|
||||
data private
|
||||
- Security is the process; privacy is the result
|
||||
- Cybercrime
|
||||
|
|
@ -2172,8 +2231,10 @@
|
|||
- Technical
|
||||
- Key concepts
|
||||
- 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
|
||||
system – successful exploits of vulnerabilities
|
||||
- Relationship between a vulnerability and a threat
|
||||
- An organization does not have sufficient controls
|
||||
|
|
@ -2187,11 +2248,14 @@
|
|||
organizations and its security. Availability is
|
||||
compromised.
|
||||
- Risks :-> a likelihood that a threat will exploit a vulnerability
|
||||
id:: 648ae35f-621c-42e5-ac5e-0040b762e74f
|
||||
and cause harm, where the harm is the impact to
|
||||
organization, **Risk = vulnerability + threat**
|
||||
- Safeguards :-> safeguard reduces the harm posed by information
|
||||
id:: 648ae360-054d-4a49-9dd6-bb0f8c3e5c25
|
||||
security vulnerabilities or threats
|
||||
- Risk management :-> Risk management as means to justify information
|
||||
id:: 648ae14d-ad8d-4662-b153-b3372c7b1a28
|
||||
security laws, process of listing the all the relevant factors and
|
||||
taking steps to control them where possible
|
||||
- Information Security Management
|
||||
|
|
|
|||
Loading…
Reference in a new issue