Auto saved by Logseq
This commit is contained in:
Ryan
parent
92d5cebe82
commit
ac47181372
|
|
@ -1324,19 +1324,25 @@
|
|||
collapsed:: true
|
||||
Do project schedulinganagement
|
||||
- **Define** what is project management #flashcard
|
||||
collapsed:: true
|
||||
- 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.
|
||||
- Two Phases of **PM** #flashcard
|
||||
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 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 Planning**: Understand and represent different tasks in projects
|
||||
collapsed:: true
|
||||
- Sequential, Parallel, and Coupled Tasks
|
||||
collapsed:: true
|
||||
- 
|
||||
- The Design Structure Matrix
|
||||
collapsed:: true
|
||||
- **Definition** :-> A useful tool for representing and analysing
|
||||
task dependencies is the design structure matrix
|
||||
(DSM).
|
||||
- Working:
|
||||
collapsed:: true
|
||||
- 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.
|
||||
- We represent a task’s dependencies by placing marks in the columns to indicate the other tasks (columns) on which it depends.
|
||||
|
|
@ -1345,22 +1351,29 @@
|
|||
- Reading down a column reveals which tasks receive information from the task corresponding to the column.
|
||||
- The diagonal cells are usually filled in with dots or the task labels, simply to separate the upper and lower triangles of the matrix and to facilitate tracing dependencies.
|
||||
- Gantt Chart
|
||||
collapsed:: true
|
||||
- Features: #flashcard
|
||||
collapsed:: true
|
||||
- Gantt charts show how the work is broken down into a set of activities
|
||||
- They show the scheduling of these activities as a series of horizontal bands against a series of vertical lines representing dates
|
||||
- 
|
||||
- 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
|
||||
- PERT Charts #flashcard
|
||||
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.
|
||||
- 
|
||||
- The Critical Path #flashcard
|
||||
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 _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.
|
||||
- Undertake a baseline project plan
|
||||
collapsed:: true
|
||||
- **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.
|
||||
- Do project scheduling
|
||||
collapsed:: true
|
||||
- Methods: #flashcard
|
||||
collapsed:: true
|
||||
- Contract Book
|
||||
- Project Task List
|
||||
- Team staffing & Organisation
|
||||
|
|
@ -1369,31 +1382,40 @@
|
|||
- Project Risk Plan
|
||||
- Modifying the baseline plan
|
||||
- Accelerate projects
|
||||
collapsed:: true
|
||||
- Product development time is often the dominant concern in project planning and execution. There are a set of guidelines for accelerating product development projects.
|
||||
- **Execute** projects #flashcard
|
||||
collapsed:: true
|
||||
- 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
|
||||
id:: 648594af-3833-4991-a4c2-2e9c8430a122
|
||||
collapsed:: true
|
||||
- Opportunity, definition and types
|
||||
collapsed:: true
|
||||
- Definition: #flashcard
|
||||
collapsed:: true
|
||||
- an idea for a new product
|
||||
- It is a product description in an embryonic form
|
||||
collapsed:: true
|
||||
- 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
|
||||
collapsed:: true
|
||||
- Ansoff’s growth matrix
|
||||
|
||||
- Market penetration #flashcard
|
||||
logseq.order-list-type:: number
|
||||
collapsed:: true
|
||||
- **Opportunities** can exist within a business’s existing
|
||||
markets through increasing the volume of sales
|
||||
of existing products
|
||||
- market development #flashcard
|
||||
logseq.order-list-type:: number
|
||||
collapsed:: true
|
||||
- **Opportunities** are said to exist for a business’s
|
||||
collapsed:: true
|
||||
products through making them available to new
|
||||
markets
|
||||
- e.g. using existing products in new
|
||||
|
|
@ -1402,31 +1424,40 @@
|
|||
group of customers
|
||||
- product development #flashcard
|
||||
logseq.order-list-type:: number
|
||||
collapsed:: true
|
||||
- **Opportunities**: offering new or improved products to
|
||||
logseq.order-list-type:: number
|
||||
existing markets
|
||||
- diversification #flashcard
|
||||
logseq.order-list-type:: number
|
||||
collapsed:: true
|
||||
- **Opportunities**: Moving into new markets, potentially with a base
|
||||
logseq.order-list-type:: number
|
||||
from your existing product knowledge or
|
||||
diversification through acquisition of other
|
||||
companies
|
||||
- Risk #flashcard
|
||||
collapsed:: true
|
||||
- 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
|
||||
collapsed:: true
|
||||
- Establish **a charter**
|
||||
collapsed:: true
|
||||
- A **charter** :-> articulates **the goals of the organisation**
|
||||
(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**
|
||||
collapsed:: true
|
||||
- Focus has to be both on **internal** and **external** sources of raw opportunities. Some of these are generated: #flashcard
|
||||
collapsed:: true
|
||||
- Internally
|
||||
collapsed:: true
|
||||
- R&D department
|
||||
- Externally
|
||||
collapsed:: true
|
||||
- customer
|
||||
- competitive product
|
||||
- sales forces
|
||||
|
|
@ -1435,10 +1466,13 @@
|
|||
- distribution partners
|
||||
- other partner companies
|
||||
- Sense opportunities: Where do they come from? #flashcard
|
||||
collapsed:: true
|
||||
- Passively
|
||||
- Proactively #flashcard
|
||||
collapsed:: true
|
||||
- Document **frustrations** and **complaints** that current **customers** experience with existing products
|
||||
- Interview lead users, with attention devoted to
|
||||
collapsed:: true
|
||||
- **innovations** by these users and
|
||||
- **modifications** these users may have
|
||||
made to existing products
|
||||
|
|
@ -1447,40 +1481,53 @@
|
|||
- **Competitors**
|
||||
- **Transfer** emerging tech.
|
||||
- **R&D**: _Research_ and _Development_
|
||||
collapsed:: true
|
||||
- **Definition** :-> to develop new knowledge and apply scientific or engineering knowledge to connect the knowledge in one field to that in others
|
||||
- Roles:
|
||||
collapsed:: true
|
||||
- **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:
|
||||
collapsed:: true
|
||||
- R&D for existing businesses
|
||||
- R&D for new businesses
|
||||
- R&D for exploratory research
|
||||
- **Screen** opportunities
|
||||
collapsed:: true
|
||||
- Purpose: #flashcard
|
||||
collapsed:: true
|
||||
- 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
|
||||
collapsed:: true
|
||||
- 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**
|
||||
collapsed:: true
|
||||
- Details #flashcard
|
||||
collapsed:: true
|
||||
- customer interviews,
|
||||
- testing of existing products,
|
||||
- concept generation,
|
||||
- quick prototypes,
|
||||
- estimates of market sizes and growth rates.
|
||||
- Goal #flashcard
|
||||
collapsed:: true
|
||||
- resolve the greatest uncertainty surrounding each one at the lowest cost in time and money.
|
||||
- Select **exceptional opportunities**
|
||||
collapsed:: true
|
||||
- Goal #flashcard
|
||||
collapsed:: true
|
||||
- select a few that warrant a significant investment in product development.
|
||||
- Approach:**Real-Win-Worth-it** #flashcard
|
||||
collapsed:: true
|
||||
- **Real**: Is the opportunity real?
|
||||
- **Win**: Can you win with this opportunity?
|
||||
- **Worth** It: Is it worth doing?
|
||||
- **Reflect** on the result and process.
|
||||
collapsed:: true
|
||||
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?
|
||||
|
|
@ -1489,14 +1536,19 @@
|
|||
- Are the resulting opportunities **exciting** to the team?
|
||||
-
|
||||
- ## topic 4 产品规划Product Planning
|
||||
collapsed:: true
|
||||
- 概念 #flashcard
|
||||
产品规划 (product planning)流程发生在一个产品开发项目正式启动，大量的资源开始使 用及更大的开发团队形成之前。该流程将确定一个公司应该从事的项目组合 (portfolio, 或译 为项目投资组合),并决定什么时候从事什么子项目。产品规划流程确保产品开发项目可以支持公司未来更多的商业策略·This phase takes place before a product development project is formally approved·It takes place before substantial resources are applied ·It takes place before the larger development team is formed ·Product planning is an activity that ·considers the portfolio of projects that an organisation might pursue. i.e. what mix of new products and markets to develop, if they focus is on basic or applied research or diversification projects and ·determines what subset of these projects will be pursued over what time period
|
||||
- 步骤 #flashcard
|
||||
collapsed:: true
|
||||
- (1)确认市场机会Identify Opportunities
|
||||
collapsed:: true
|
||||
- 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
|
||||
collapsed:: true
|
||||
- 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
|
||||
- collapsed:: true
|
||||
* 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
|
||||
- * ● 技术优势 (technology leadership): 为实施这一策略，企业必须强调新技术的研究和开发，并将其应用到产品开发流程中。 A focus on basic research and development of new technologies
|
||||
- * ● 成本优势 (cost leadership): 这一策略要求企业在生产效率上进行竞争，可以实行规模经济，使用先进的制造方法和低成本的劳动力，或者引入更好的管理生产系统。Competitive focus on production efficiency
|
||||
- * ● 以顾客为中心 (customer focus): 为实施这一策略，企业必须跟新老顾客保持密切联系以评价其需求和偏好的变化。精心设计的产品平台有助于快速开发拥有满足顾客 偏好的新特点或新功能的派生产品。这种策略将造就用来满足不同层次顾客需求的多种产品生产线。 The organisation works closely with customers to assess changing needs and preferences
|
||||
|
|
@ -1505,6 +1557,7 @@
|
|||
- * 技术曲线Technological Trajectories在技术密集型企业，产品规划的关键决策是什么时候在生产线上采用一种新的基本技术。When to shift to implementation of the new technology as part of the core product range
|
||||
- * 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
|
||||
collapsed:: true
|
||||
- ● 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)
|
||||
|
|
@ -1515,15 +1568,19 @@
|
|||
- ● 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
|
||||
collapsed:: true
|
||||
- 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)
|
||||
collapsed:: true
|
||||
- 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
|
||||
collapsed:: true
|
||||
- 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
|
||||
* 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
|
||||
collapsed:: true
|
||||
* 当项目确定下来，但是还未进行物质资源的分配时，就需要进行项目前期规划。这一过程涉及一个小的跨职能团队，通常被称为核心团队 (core team)，分别代表技术、市场、制造和服务部门等多方。¡ After project approval, but before the commitment of resources, a pre-project planning activity takes place¡ This activity involves a small, cross-functional team – the Core Team
|
||||
- 任务陈述（mission statement） #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
|
||||
|
|
@ -1533,6 +1590,7 @@
|
|||
- * ● 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?
|
||||
|
|
@ -1551,12 +1609,14 @@
|
|||
- ● 构思错误的项目，启动后又取消。
|
||||
- ● 项目方向经常变动。l ·Inadequate coverage of target markets with competitive products l ·Poor timing of market introductions of products l ·Mismatches between aggregate development capacity and the number of projects pursued l ·Poor distribution of resources, with some projects overstaffed and others understaffed l ·Initiation and subsequent cancellation of illconceived projects l ·Frequent changes in the directions of projects
|
||||
- 产品开发的四种类型 #flashcard
|
||||
collapsed:: true
|
||||
- ● 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)
|
||||
id:: 64859157-dc41-453d-95ea-39e2280ea735
|
||||
collapsed:: true
|
||||
- **Market Research** for NPD (New Product Development)
|
||||
collapsed:: true
|
||||
- **Definition** :-> the function that links the consumer, customer
|
||||
|
|
@ -1849,8 +1909,9 @@
|
|||
- Underestimate _costs_
|
||||
- A lack of _commitment_
|
||||
- A lack of _skills_
|
||||
- ## Topic 10: Intellectual Property
|
||||
- DONE Week 3
|
||||
- ## topic 11
|
||||
- ## Topic 11: System Level Design
|
||||
collapsed:: true
|
||||
- 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
|
||||
|
|
@ -1896,7 +1957,7 @@
|
|||
collapsed:: true
|
||||
- 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
|
||||
- ## Topic 12 / 13: Detail Design and Prototypes
|
||||
-
|
||||
- DONE Week4
|
||||
- LATER 概率论 (隔了一个周末)
|
||||
|
|
|
|||
Loading…
Reference in a new issue