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id:: 648581e7-cc5c-4514-9c2a-0b6af4adc5bb id:: 648581e7-cc5c-4514-9c2a-0b6af4adc5bb
Do project schedulinganagement Do project schedulinganagement
- **Define** what is project management #flashcard - **Define** what is project management #flashcard
id:: 648adeaf-c6bf-4613-9ec3-698ac0ad2f1f
collapsed:: true collapsed:: true
- For all but the simplest products, product development involves many people completing many different tasks. - For all but the simplest products, product development involves many people completing many different tasks.
- is the activity of planning and coordinating resources and tasks to achieve these goals. - is the activity of planning and coordinating resources and tasks to achieve these goals.
- Two Phases of **PM** #flashcard - Two Phases of **PM** #flashcard
id:: 648adeaf-3b38-4615-a104-f6bdcc2226a6
collapsed:: true collapsed:: true
- Project planning involves scheduling the project tasks and determining resource requirements. The project plan is first laid out during the concept development phase, although it is a dynamic entity and continues to evolve throughout the development process. - Project planning involves scheduling the project tasks and determining resource requirements. The project plan is first laid out during the concept development phase, although it is a dynamic entity and continues to evolve throughout the development process.
- Project execution, sometimes called project control, involves coordinating and facilitating the myriad tasks required to complete the project in the face of inevitable unanticipated events and the arrival of new information. Execution is just as important as planning; Many teams fail because they do not remain focused on their goals for the duration of the project. - Project execution, sometimes called project control, involves coordinating and facilitating the myriad tasks required to complete the project in the face of inevitable unanticipated events and the arrival of new information. Execution is just as important as planning; Many teams fail because they do not remain focused on their goals for the duration of the project.
@ -1342,6 +1344,7 @@
task dependencies is the design structure matrix task dependencies is the design structure matrix
(DSM). (DSM).
- Working: #flashcard - Working: #flashcard
id:: 648adeaf-8bc0-4375-9aab-dfee9ce1def6
collapsed:: true collapsed:: true
- A project task is assigned to a row and a corresponding column. - A project task is assigned to a row and a corresponding column.
- The rows and columns are named and ordered identically, although generally only the rows list the complete names of the tasks. Each task is defined by a row of the matrix. - The rows and columns are named and ordered identically, although generally only the rows list the complete names of the tasks. Each task is defined by a row of the matrix.
@ -1361,10 +1364,12 @@
- They can be used to show dependencies between activities - They can be used to show dependencies between activities
- They can be used to measure progress on a project or compare planned production with actual production - They can be used to measure progress on a project or compare planned production with actual production
- PERT Charts #flashcard - PERT Charts #flashcard
id:: 648adeaf-d61b-4215-990a-77f4fa850314
collapsed:: true collapsed:: true
- PERT (program evaluation and review technique) charts explicitly represent both dependencies and timing, in effect combining some of the information contained in the DSM and Gantt chart. - PERT (program evaluation and review technique) charts explicitly represent both dependencies and timing, in effect combining some of the information contained in the DSM and Gantt chart.
- ![image.png](../assets/image_1686471880938_0.png) - ![image.png](../assets/image_1686471880938_0.png)
- The Critical Path #flashcard - The Critical Path #flashcard
id:: 648adeaf-08be-4aa8-989a-f39a68c2e9a0
collapsed:: true collapsed:: true
- The _dependencies_ among the tasks in a PERT chart, some of which may be arranged sequentially and some of which may be arranged in parallel, lead to the concept of a critical path. - The _dependencies_ among the tasks in a PERT chart, some of which may be arranged sequentially and some of which may be arranged in parallel, lead to the concept of a critical path.
- The _critical path_ is the longest chain of dependent events. This is the single sequence of tasks whose combined required times define the minimum possible completion time for the entire set of tasks. - The _critical path_ is the longest chain of dependent events. This is the single sequence of tasks whose combined required times define the minimum possible completion time for the entire set of tasks.
@ -1385,6 +1390,7 @@
- Project Risk Plan - Project Risk Plan
- Modifying the baseline plan - Modifying the baseline plan
- Accelerate projects #flashcard - Accelerate projects #flashcard
id:: 648adeaf-9783-4c22-9927-f475b2ae0d1f
- Product development time is often the dominant concern in project planning and execution. There are a set of guidelines for accelerating product development projects. - Product development time is often the dominant concern in project planning and execution. There are a set of guidelines for accelerating product development projects.
- Start the project early - Start the project early
- Manage the project scope - Manage the project scope
@ -1396,6 +1402,7 @@
id:: 648594af-3833-4991-a4c2-2e9c8430a122 id:: 648594af-3833-4991-a4c2-2e9c8430a122
- Opportunity, definition and types - Opportunity, definition and types
- Definition: #flashcard - Definition: #flashcard
id:: 648adeaf-3abe-4b2b-a778-294f4dc92976
- an idea for a new product - an idea for a new product
- It is a product description in an embryonic form - It is a product description in an embryonic form
- a newly sensed need, - a newly sensed need,
@ -1403,15 +1410,18 @@
- a rough match between a need and a possible solution - a rough match between a need and a possible solution
- It can be thought of as a hypothesis about how value might be created - It can be thought of as a hypothesis about how value might be created
- Type #flashcard - Type #flashcard
id:: 648adeaf-a9ac-421b-ad3c-d5d03f7c5e92
- Ansoff’s growth matrix - Ansoff’s growth matrix
![image.png](../assets/image_1686473366617_0.png) ![image.png](../assets/image_1686473366617_0.png)
- Market penetration #flashcard - Market penetration #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-8f67-40a2-98c0-dc235751d2db
- **Opportunities** can exist within a business’s existing - **Opportunities** can exist within a business’s existing
markets through increasing the volume of sales markets through increasing the volume of sales
of existing products of existing products
- market development #flashcard - market development #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-f669-43b0-88cb-67fbc8e4babb
- **Opportunities** are said to exist for a business’s - **Opportunities** are said to exist for a business’s
products through making them available to new products through making them available to new
markets markets
@ -1421,11 +1431,13 @@
group of customers group of customers
- product development #flashcard - product development #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-b69b-4a6f-a7d2-e1bae66e8846
- **Opportunities**: offering new or improved products to - **Opportunities**: offering new or improved products to
logseq.order-list-type:: number logseq.order-list-type:: number
existing markets existing markets
- diversification #flashcard - diversification #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-798a-42ce-b3ff-a36958501057
- **Opportunities**: Moving into new markets, potentially with a base - **Opportunities**: Moving into new markets, potentially with a base
logseq.order-list-type:: number logseq.order-list-type:: number
from your existing product knowledge or from your existing product knowledge or
@ -1457,8 +1469,10 @@
- distribution partners - distribution partners
- other partner companies - other partner companies
- Sense opportunities: Where do they come from? #flashcard - Sense opportunities: Where do they come from? #flashcard
id:: 648adeaf-b639-4a63-96de-0c6fe8da2f31
- Passively - Passively
- Proactively #flashcard - Proactively #flashcard
id:: 648adeaf-2690-4d99-947d-07243006c606
- Document **frustrations** and **complaints** that current **customers** experience with existing products - Document **frustrations** and **complaints** that current **customers** experience with existing products
- Interview lead users, with attention devoted to - Interview lead users, with attention devoted to
- **innovations** by these users and - **innovations** by these users and
@ -1491,18 +1505,21 @@
- 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. - 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** - Develop **promising opportunities**
- Details #flashcard - Details #flashcard
id:: 648adeaf-1eba-4bb8-ae08-7408e2844da3
- customer interviews, - customer interviews,
- testing of existing products, - testing of existing products,
- concept generation, - concept generation,
- quick prototypes, - quick prototypes,
- estimates of market sizes and growth rates. - estimates of market sizes and growth rates.
- Goal #flashcard - Goal #flashcard
id:: 648adeaf-d526-4806-810a-24f52e5820f9
- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money. - resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
- Select **exceptional opportunities** - Select **exceptional opportunities**
- Goal #flashcard - Goal #flashcard
id:: 648adeaf-b25f-4948-9137-298090ae8c93 id:: 648adeaf-b25f-4948-9137-298090ae8c93
- select a few that warrant a significant investment in product development. - select a few that warrant a significant investment in product development.
- Approach:**Real-Win-Worth-it** #flashcard - Approach:**Real-Win-Worth-it** #flashcard
id:: 648adeaf-7e84-444b-9edc-54cb1d8aab8c
- **Real**: Is the opportunity real? - **Real**: Is the opportunity real?
- **Win**: Can you win with this opportunity? - **Win**: Can you win with this opportunity?
- **Worth** It: Is it worth doing? - **Worth** It: Is it worth doing?
@ -1517,8 +1534,10 @@
- -
- ## topic 4 产品规划 Product Planning - ## topic 4 产品规划 Product Planning
- 概念 #flashcard - 概念 #flashcard
id:: 648adeaf-4cad-4231-828e-13102f6cea50
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 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 - 步骤 #flashcard
id:: 648adeaf-062d-4ec0-ae96-8aee97541d41
- (1)确认市场机会 Identify Opportunities - (1)确认市场机会 Identify Opportunities
- 规划流程始于对产品开发机会的识别，这种机会可能包括上述四种类型项目中的任何一 种。这一步可以看成是机会漏斗 (opportunity funnel), 因为它将来自整个公司的各种投入汇聚到一起。每个想法应该有一个简短的描述，包括产品概念、市场机会等。把这些想法方放到一起然后进行筛选·The first stage of the planning process is to identify product development opportunities·Each of the ideas should be expanded into a short description – including the potential business opportunity·These ideas can then be stored and revisited later·Each of the ideas should have a ‘champion’ who is responsible for supporting the idea through theprocess - 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 - 项目评价和优先级排序 Evaluate and prioritise projects
@ -1546,6 +1565,7 @@
- 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) - 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)
- 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） - 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 - 项目时间安排 Project Timing #flashcard
id:: 648adeaf-1ab0-4f0f-800a-58d2dc1f7d80
- 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) - 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 - 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 - 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
@ -1553,6 +1573,7 @@
- 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） - 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 - (4)完成项目前期规划 Complete pre-project planning
- 当项目确定下来，但是还未进行物质资源的分配时，就需要进行项目前期规划。这一过程涉及一个小的跨职能团队，通常被称为核心团队 (core team)，分别代表技术、市场、制造和服务部门等多方。¡ After project approval, but before the commitment of resources, a pre-project planning activity takes place¡ This activity involves a small, cross-functional team – the Core Team - 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 * 任务陈述（mission statement） #flashcard
* - ● 对产品的概括性描述 (用一句话描述):这一描述通常包括产品的主要用途，但要避免包含特定的产品概念。实际上它可以是产品的前景说明。 A brief description of the product * - ● 对产品的概括性描述 (用一句话描述):这一描述通常包括产品的主要用途，但要避免包含特定的产品概念。实际上它可以是产品的前景说明。 A brief description of the product
* - ● 获益方案 (或称为获益建议， benefit proposition): 这一部分阐述了顾客会购买商品的几个关键原因。Typically includes the key customer benefit of the product * - ● 获益方案 (或称为获益建议， benefit proposition): 这一部分阐述了顾客会购买商品的几个关键原因。Typically includes the key customer benefit of the product
@ -1592,6 +1613,7 @@
and public to the marketer through information and public to the marketer through information
– information used – information used
- **Goal**: #flashcard - **Goal**: #flashcard
id:: 648adeaf-fd48-4e98-aca8-0f44f0a6b478
- to identify and define marketing opportunities and problems; - to identify and define marketing opportunities and problems;
- to generate, refine and evaluate marketing actions; - to generate, refine and evaluate marketing actions;
- to monitor marketing performance; - to monitor marketing performance;
@ -1607,6 +1629,7 @@
- **Surveys**: direct mail or web-based questionnaires; - **Surveys**: direct mail or web-based questionnaires;
- **Interpret** the raw **data** in terms of customer needs #flashcard - **Interpret** the raw **data** in terms of customer needs #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-4f6e-407d-b13f-4edbf4d3040d
- The data gathered in Step 1 then has to be used to - The data gathered in Step 1 then has to be used to
express the customers’ needs in terms of what the express the customers’ needs in terms of what the
product has to do, not in terms of how it might do product has to do, not in terms of how it might do
@ -1615,6 +1638,7 @@
- Organize **the needs** into a hierarchy of needs - Organize **the needs** into a hierarchy of needs
logseq.order-list-type:: number logseq.order-list-type:: number
- **Structure** the needs into #flashcard - **Structure** the needs into #flashcard
id:: 648adeaf-fd65-423d-b7b7-1a3078a23fab
- **Must-haves** – _“I wont buy without”_ - **Must-haves** – _“I wont buy without”_
- **Delighters** – _“What an unexpected treat”_ - **Delighters** – _“What an unexpected treat”_
- **Linear Satisfiers** – _“The more the merrier”_ - **Linear Satisfiers** – _“The more the merrier”_
@ -1624,10 +1648,12 @@
- **Intuitions** are often wrong - **Intuitions** are often wrong
- Establish the **relative importance** of the needs #flashcard - Establish the **relative importance** of the needs #flashcard
logseq.order-list-type:: number logseq.order-list-type:: number
id:: 648adeaf-eb26-44b8-9d91-4cf891c7fc22
- Measuring **preference** is central to market research - Measuring **preference** is central to market research
- **Reflect** on the results and the process - **Reflect** on the results and the process
logseq.order-list-type:: number logseq.order-list-type:: number
- Questions to ask: #flashcard - Questions to ask: #flashcard
id:: 648adeaf-ad74-4dde-a94d-fcae5b2f4bb0
- Have we interacted with all **important customers** in - Have we interacted with all **important customers** in
our target market? our target market?
- Can we see the **latent needs** of customers beyond - Can we see the **latent needs** of customers beyond
@ -1640,6 +1666,7 @@
- ## Topic 6 - Phase 1: Concept Development 概念开发 - ## Topic 6 - Phase 1: Concept Development 概念开发
id:: 6482bafb-b96b-44c3-834b-8b4966c1dc0c id:: 6482bafb-b96b-44c3-834b-8b4966c1dc0c
- What is Concept Development? 概念开发是什么 #flashcard - What is Concept Development? 概念开发是什么 #flashcard
id:: 648adeaf-0ddf-46dc-a1ad-0ad4b31fdd1a
- The needs of the target market are identified - The needs of the target market are identified
Alternative product concepts are generated and Alternative product concepts are generated and
evaluated 需求 evaluated 需求
@ -1664,6 +1691,7 @@
hierarchical list, with importance weightings hierarchical list, with importance weightings
for many or all of the needs 把用户的需求整理成加权列表 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 - #### Establishing target specifications 确立规格要求 #flashcard
id:: 648adeaf-5121-4337-9752-7ec836ad4c56
- 1. Prepare the list of metrics, i.e. the technical or - 1. Prepare the list of metrics, i.e. the technical or
manufacturing features of the product based on manufacturing features of the product based on
the customer needs 准备一些数据的列表 the customer needs 准备一些数据的列表
@ -1708,6 +1736,7 @@
- projected budgets - projected budgets
- #### Concept testing 测试 - #### Concept testing 测试
- There are 7 steps to this process #flashcard - There are 7 steps to this process #flashcard
id:: 648adeaf-9fef-44f8-a1da-71324dfce1a1
- 1. Define the purpose of the concept test 定义测试的目的 - 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 - 2. Choose a survey population 选问卷调查的目标对象
- 3. Choose a survey format 格式 - 3. Choose a survey format 格式
@ -1720,6 +1749,7 @@
- #### Project planning 计划 - #### Project planning 计划
- The final activity of concept development - The final activity of concept development
- Steps: #flashcard - Steps: #flashcard
id:: 648adeaf-5cfc-4ef2-8ba3-53278f179e33
- creates a detailed development schedule 产品开发时间线 - 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 - 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 - identifies the resources required to complete the project 需求是什么
@ -1730,14 +1760,17 @@
- ## Topic 7: Innovation - ## Topic 7: Innovation
id:: 64857305-2925-485f-9aed-e15511b42149 id:: 64857305-2925-485f-9aed-e15511b42149
- ### Definition of Innovation #flashcard - ### 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. 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 - ### Types of Innovation
id:: 648adeaf-1355-48de-91ae-ea4bc4b4d816
There are different types of innovation, including: #flashcard There are different types of innovation, including: #flashcard
- Radical innovation: involves creating something entirely new that disrupts existing markets or creates new ones. - 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. - Incremental innovation: involves making small improvements to existing products or processes.
- Disruptive innovation: involves creating a new product or service that initially serves a niche market but eventually disrupts the existing market. - Disruptive innovation: involves creating a new product or service that initially serves a niche market but eventually disrupts the existing market.
- Sustaining innovation: involves making improvements to existing products or processes that help maintain a company's competitive position. - Sustaining innovation: involves making improvements to existing products or processes that help maintain a company's competitive position.
- ### Models of Innovation - ### Models of Innovation
id:: 648adeaf-2f3b-4ccc-a949-915a03aac808
Innovation can follow different models, such as: #flashcard Innovation can follow different models, such as: #flashcard
- Linear model: involves a sequential process of research, development, and commercialization. - Linear model: involves a sequential process of research, development, and commercialization.
- Cyclical model: involves a continuous process of feedback and iteration. - Cyclical model: involves a continuous process of feedback and iteration.
@ -1774,6 +1807,7 @@
- **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 - **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
id:: 64856c7b-6270-4c9a-9f96-920cc6d57636 id:: 64856c7b-6270-4c9a-9f96-920cc6d57636
- **Types** of Digital transformation #flashcard - **Types** of Digital transformation #flashcard
id:: 648adeaf-d4a0-44f6-bbc3-a9d21a773c69
- **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. - **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 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. - **Business Model Transformation** :-> aims to make fundamental changes in how a business or organization runs which can include personnel, processes, and technology.
@ -1792,6 +1826,7 @@
- Top Management Support - Top Management Support
- Digital Product - Digital Product
- Characteristics #flashcard - Characteristics #flashcard
id:: 648adeaf-5f9b-4d8b-a56c-dcdcec706fc2
- no physical form, exist only in the digital realm, - no physical form, exist only in the digital realm,
- _intangible_ items delivered _electronically_, - _intangible_ items delivered _electronically_,
- anything that can be _downloaded_ and _used digitally_ can be considered a digital product, - anything that can be _downloaded_ and _used digitally_ can be considered a digital product,
@ -1799,8 +1834,10 @@
- can be easily updated or modified to keep up with changing technology and trends because they're intangible, - can be easily updated or modified to keep up with changing technology and trends because they're intangible,
- often come with a license that allows a customer to use them in unlimited ways. - often come with a license that allows a customer to use them in unlimited ways.
- Will everything become digital? #flashcard - Will everything become digital? #flashcard
id:: 648adeaf-9acb-4ea2-938a-8ffdb701d897
- In practice, most products and experiences they are part of are _hybrid_. - In practice, most products and experiences they are part of are _hybrid_.
- **Why** digital products? #flashcard - **Why** digital products? #flashcard
id:: 648adeaf-bc9c-4763-9fd9-257d6422ea59
- Customer happiness is how you win in business. Modern customer expectations are being driven by largely digital technology and digital innovations. - 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 - Low investment, (potentially) high returns
- More profitable than physical goods - More profitable than physical goods
@ -1809,6 +1846,7 @@
- Serve a niche at scale - Serve a niche at scale
- Digital products offer unique ways to communicate directly with the customers. - Digital products offer unique ways to communicate directly with the customers.
- Digital Project Development #flashcard - Digital Project Development #flashcard
id:: 648adeaf-3f04-491f-9c27-31923ca289b0
- Phase 1. **Discovery** :-> the process of identifying the problem to be - Phase 1. **Discovery** :-> the process of identifying the problem to be
id:: 648adeaf-d69b-4b37-ae1c-fe56af28f8ed id:: 648adeaf-d69b-4b37-ae1c-fe56af28f8ed
solved, making sure the problem is worth solving, and solved, making sure the problem is worth solving, and
@ -1999,6 +2037,7 @@
- Analytical prototypes are in general moreflexible than physical prototypes¡ ·Physical prototypes are required to detectunanticipated phenomena¡ ·Prototypes may reduce the risk of costlyiterations¡ ·Prototypes may expedite other developmentsteps¡ ·A prototype may restructure task dependencies 示例 :在零件设计 -模具设计 -成型流程中添加原型制作步骤 原型可以重构任务依赖关系 - Analytical prototypes are in general moreflexible than physical prototypes¡ ·Physical prototypes are required to detectunanticipated phenomena¡ ·Prototypes may reduce the risk of costlyiterations¡ ·Prototypes may expedite other developmentsteps¡ ·A prototype may restructure task dependencies 示例 :在零件设计 -模具设计 -成型流程中添加原型制作步骤 原型可以重构任务依赖关系
- 市场、技术风险还有综合模型成本之间的关系：总结起来就是技术、市场风险越高，制作的模型就越多。综合模型制造成本越高，制作的模型就越少。（**即风险和模型数量成正比，成本和模型数量成反比）** - 市场、技术风险还有综合模型成本之间的关系：总结起来就是技术、市场风险越高，制作的模型就越多。综合模型制造成本越高，制作的模型就越少。（**即风险和模型数量成正比，成本和模型数量成反比）**
- 制定原型计划（四步） #flashcard - 制定原型计划（四步） #flashcard
id:: 648adeaf-4219-4f20-a6fb-d82381a36dd7
- 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。 - 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。 - 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。 - 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。
@ -2158,6 +2197,7 @@
id:: 648ae194-a96a-4fe0-903a-5d0de2d0344d id:: 648ae194-a96a-4fe0-903a-5d0de2d0344d
hard copy or in digital form hard copy or in digital form
- Concepts: #flashcard - Concepts: #flashcard
id:: 648ae25d-6a9e-423b-bceb-ac5d9b378bf8
- confidentiality - confidentiality
- Confidentiality means that :-> only people with the right - Confidentiality means that :-> only people with the right
id:: 648ae279-8cbc-457a-815b-9110beb1209a id:: 648ae279-8cbc-457a-815b-9110beb1209a