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- BASE: #flashcard
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id:: 6489dbd1-f9aa-47fa-8e9f-dfb2c73eff3c
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- **Basically Available:**
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Instead of making it compulsory for immediate consistency,
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Instead of making it compulsory for immediate consistency,
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BASE-modelled NoSQL databases will ensure the availability of data by
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spreading and replicating it across the nodes of the database cluster.
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- **Soft State:**
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Due to the lack of immediate consistency, the data values may change
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Due to the lack of immediate consistency, the data values may change
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over time. The BASE model breaks off with the concept of a database that
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obligates its own consistency, delegating that responsibility to
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obligates its own consistency, delegating that responsibility to
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developers.
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- **Eventually Consistent**:
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The fact that BASE does not obligates immediate consistency but it does
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not mean that it never achieves it. However, until it does, the data
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The fact that BASE does not obligates immediate consistency but it does
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not mean that it never achieves it. However, until it does, the data
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reads are still possible (even though they might not reflect reality).
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- DONE Terms in: [chatGPT](https://chat.openai.com/c/db2ea8df-3bd0-4404-98ae-266afdd8fec1)
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- LATER Exercises
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@ -1535,28 +1535,28 @@
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- Were our filtering criteria **biased**, or largely based on the best possible estimates of eventual product success?
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- Are the resulting opportunities **exciting** to the team?
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-
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- ## topic 4 产品规划Product Planning
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- ## topic 4 产品规划 Product Planning
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collapsed:: true
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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
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- 步骤 #flashcard
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collapsed:: true
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- (1)确认市场机会Identify Opportunities
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- (1)确认市场机会 Identify Opportunities
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collapsed:: true
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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
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- 项目评价和优先级排序Evaluate and prioritise projects
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- 项目评价和优先级排序 Evaluate and prioritise projects
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collapsed:: true
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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
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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
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- collapsed:: true
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* 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
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- * ● 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
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- * ● 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
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- * ● 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
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- * ● 模仿策略 (imitative): 这一策略要求紧跟市场趋势，允许竞争者探索每一部分已获成功的新产品。当确定了可行机会之后，企业快速开始模仿成功竞争者的新产品。快速的 发流程对于这一策略的有效实施至关重要When a clear opportunity has been identified and has been successful, the organisation launches a competitive version.
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- * 市场细分Market Segmentation一般认为顾客属于市场的不同部分。把市场分为不同的部分，使企业能够按照各详细定义的顾客群来考虑竞争者的行动和企业已有产品的市场力度。通过将竞争者的产品和企业自己的产品对应到各个细分市场，企业就可以评价哪些产品机会最好，以揭示出企业自身的(或竞 争者的)产品生产线问题Divide the market into segments in order to be more focused on the customer and competitors
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- * 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
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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
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- 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
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- 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
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* - ● 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
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* - ● 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
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* - ● 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
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* - ● 模仿策略 (imitative): 这一策略要求紧跟市场趋势，允许竞争者探索每一部分已获成功的新产品。当确定了可行机会之后，企业快速开始模仿成功竞争者的新产品。快速的 发流程对于这一策略的有效实施至关重要 When a clear opportunity has been identified and has been successful, the organisation launches a competitive version.
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* - 市场细分 Market Segmentation 一般认为顾客属于市场的不同部分。把市场分为不同的部分，使企业能够按照各详细定义的顾客群来考虑竞争者的行动和企业已有产品的市场力度。通过将竞争者的产品和企业自己的产品对应到各个细分市场，企业就可以评价哪些产品机会最好，以揭示出企业自身的(或竞 争者的)产品生产线问题 Divide the market into segments in order to be more focused on the customer and competitors
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* - 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
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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
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- 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
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collapsed:: true
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- ● 市场规模(单位/年 · 平均价格)
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- ● 市场增长率(每年百分比)
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@ -1566,48 +1566,48 @@
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- ● 与企业其他产品的匹配
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- ● 与企业能力的匹配
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- ● 专利、商业秘密或其他竞争障碍的潜在压力
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- ● 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
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- (3)资源分配和时间安排Allocate resources and plan timing
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- ● 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
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- (3)资源分配和时间安排 Allocate resources and plan timing
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collapsed:: true
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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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- 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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collapsed:: true
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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）
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- 项目时间安排Project Timing
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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）
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- 项目时间安排 Project Timing
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collapsed:: true
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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)
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- 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
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- 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
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- 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）
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- (4)完成项目前期规划Complete pre-project planning
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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）
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- (4)完成项目前期规划 Complete pre-project planning
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collapsed:: true
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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
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- 任务陈述（mission statement） #flashcard
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- * ● 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
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- * ● 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
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- * ● 主要商业目标： 除了支持公司战略的项目目标之外，这些目标通常包括时间、成本和质量目标(如产品的上市时间、预期财务效益和市场份额目标等)。 ¡ The goals which support the corporate strategy ¡ The goals for l Time e.g. timing for product introduction l Cost e.g. desired financial performance l Quality
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- * ● 产品目标市场： 每一种产品可能会有几个目标市场。任务陈述的这一部分确定了一级市场和二级市场。 Target market for the product Primary and secondary markets that should be considered in the development effort
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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
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- * ● 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
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- (5)对结果和过程进行反思Reflect on the results and the process
|
||||
- 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
|
||||
* - ● 获益方案 (或称为获益建议， benefit proposition): 这一部分阐述了顾客会购买商品的几个关键原因。Typically includes the key customer benefit of the product
|
||||
* - ● 主要商业目标： 除了支持公司战略的项目目标之外，这些目标通常包括时间、成本和质量目标(如产品的上市时间、预期财务效益和市场份额目标等)。 ¡ The goals which support the corporate strategy ¡ The goals for l Time e.g. timing for product introduction l Cost e.g. desired financial performance l Quality
|
||||
* - ● 产品目标市场： 每一种产品可能会有几个目标市场。任务陈述的这一部分确定了一级市场和二级市场。 Target market for the product Primary and secondary markets that should be considered in the development effort
|
||||
* - ● 指导开发工作的设想和限制： 必须仔细地制定设想，尽管它会限制可能的产品概念范 围，但是它有助于项目管理。有关设想和限制的决策信息可以附加到任务书中。 Assumptions and constraints that guide the development effort
|
||||
* - ● 利益相关者 (stakeholder): 确保开发流程中的细微问题均被考虑到的一种方法是，清楚地列出产品的所有利益相关者，也就是所有受产品成败影响的人群。利益相关者列表以末端使用者(最终的外部顾客)和做出产品购买决定的外部顾客开始，包括企业内 部与产品相关的人，如经销商、服务商和生产部门。利益相关者列表可以提醒团队考 虑被产品影响到的每个人的需求。¡ List all of the product’s stakeholders to ensure that many of the subtle development issues are addressed ¡ The list of stakeholders serves as a reminder for the team to consider the needs of everyone who will be influenced by the product
|
||||
- (5)对结果和过程进行反思 Reflect on the results and the process
|
||||
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?
|
||||
- ● 产品规划是否针对企业现在面临的最重要的机遇?
|
||||
- ● 分配给产品开发的资源足以贯彻企业的竞争策略吗?
|
||||
- ● 使有限资源发挥最大作用的方法被充分考虑了吗?例如产品平台的使用、合资，以及 与供应商合作等。
|
||||
- ● 核心团队接受最终任务书的挑战了吗?
|
||||
- ● 任务书的各个部分一致吗?
|
||||
- ● 任务书的假定条件真的必要吗?项目的限制过多吗?开发团队能自由开发最好的产 品吗?
|
||||
- ● 怎样才能改进产品规划流程?
|
||||
- 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?
|
||||
* ● 产品规划是否针对企业现在面临的最重要的机遇?
|
||||
* ● 分配给产品开发的资源足以贯彻企业的竞争策略吗?
|
||||
* ● 使有限资源发挥最大作用的方法被充分考虑了吗?例如产品平台的使用、合资，以及 与供应商合作等。
|
||||
* ● 核心团队接受最终任务书的挑战了吗?
|
||||
* ● 任务书的各个部分一致吗?
|
||||
* ● 任务书的假定条件真的必要吗?项目的限制过多吗?开发团队能自由开发最好的产 品吗?
|
||||
* ● 怎样才能改进产品规划流程?
|
||||
不重视产品开发的公司所面临的的问题
|
||||
● 不能以有竞争力的产品占有足够的目标市场份额。
|
||||
- ● 产品引入市场的时间安排不合理。
|
||||
- ● 总开发能力与所从事的项目数量不匹配。
|
||||
- ● 资源分配不合理， 一些项目人员过多而另外一些却人手不足。
|
||||
- ● 构思错误的项目，启动后又取消。
|
||||
- ● 项目方向经常变动。l ·Inadequate coverage of target markets with competitive products l ·Poor timing of market introductions of products l ·Mismatches between aggregate development capacity and the number of projects pursued l ·Poor distribution of resources, with some projects overstaffed and others understaffed l ·Initiation and subsequent cancellation of illconceived projects l ·Frequent changes in the directions of projects
|
||||
* ● 产品引入市场的时间安排不合理。
|
||||
* ● 总开发能力与所从事的项目数量不匹配。
|
||||
* ● 资源分配不合理， 一些项目人员过多而另外一些却人手不足。
|
||||
* ● 构思错误的项目，启动后又取消。
|
||||
* ● 项目方向经常变动。l ·Inadequate coverage of target markets with competitive products l ·Poor timing of market introductions of products l ·Mismatches between aggregate development capacity and the number of projects pursued l ·Poor distribution of resources, with some projects overstaffed and others understaffed l ·Initiation and subsequent cancellation of illconceived projects l ·Frequent changes in the directions of projects
|
||||
- 产品开发的四种类型 #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
|
||||
|
|
@ -1650,11 +1650,11 @@
|
|||
collapsed:: true
|
||||
- **Structure** the needs into #flashcard
|
||||
collapsed:: true
|
||||
- **Must-haves** – *“I wont buy without”*
|
||||
- **Delighters** – *“What an unexpected treat”*
|
||||
- **Linear Satisfiers** – *“The more the merrier”*
|
||||
- **Neutrals** – *“No big deal”*
|
||||
- This is the *Kano* classification
|
||||
- **Must-haves** – _“I wont buy without”_
|
||||
- **Delighters** – _“What an unexpected treat”_
|
||||
- **Linear Satisfiers** – _“The more the merrier”_
|
||||
- **Neutrals** – _“No big deal”_
|
||||
- This is the _Kano_ classification
|
||||
- Consumer needs can be very **elusive**
|
||||
- **Intuitions** are often wrong
|
||||
- Establish the **relative importance** of the needs #flashcard
|
||||
|
|
@ -1739,14 +1739,11 @@
|
|||
- 2. Customer screen - An informal discussion with customers to
|
||||
explain a concept 和客户沟通
|
||||
- collapsed:: true
|
||||
3. Technical screen 在科技实现上咨询第一方和第三方的专家
|
||||
- informal technical discussions with experts
|
||||
- extensive analysis by a 3 rd party
|
||||
- collapsed:: true
|
||||
4. Final screen 最终测试
|
||||
- Involves the use of screening models and computer assessment programs
|
||||
- collapsed:: true
|
||||
5. Business analysis 看下赚不赚钱
|
||||
- preliminary marketing plans,
|
||||
- technical plans,
|
||||
- financial reviews and
|
||||
|
|
@ -1914,17 +1911,17 @@
|
|||
- ## 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
|
||||
- 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
|
||||
- 模块化架构Modular & integral architecture
|
||||
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
|
||||
- 模块化架构 Modular & integral architecture
|
||||
collapsed:: true
|
||||
- ◦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
|
||||
- ◦ 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
|
||||
- ▪
|
||||
- ▪ 产品架构的含义 你所做的关于产品架构的决定是有影响的 产品变化 模块化块允许对产品的一些孤立的功能元素进行修改，而不一定影响其他块的设计 改变的动机包括——升级、附加、适应、磨损、消耗、使用的灵活性、重复使用 There are implications to the decisions you make about product architecture ·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 – upgrades, add-ons, adaptation, wear, consumption, flexibility in use, reuse
|
||||
- ▪ 积簇 多样性指的是企业在特定时期内根据市场需求所能生产的产品模型的范围 围绕模块化产品架构构建的产品可以更容易地变化，而不会给制造系统增加巨大的复杂性 例如移动电话手机设计、便携式音频 Product variety l Variety refers to the range of product models the firm can produce within a particular time period in response to market demand l Products built around modular product architectures can be more easily varied without adding tremendous complexity to the manufacturing system
|
||||
- ▪ 产品架构的含义 你所做的关于产品架构的决定是有影响的 产品变化 模块化块允许对产品的一些孤立的功能元素进行修改，而不一定影响其他块的设计 改变的动机包括——升级、附加、适应、磨损、消耗、使用的灵活性、重复使用 There are implications to the decisions you make about product architecture ·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 – upgrades, add-ons, adaptation, wear, consumption, flexibility in use, reuse
|
||||
- ▪ 积簇 多样性指的是企业在特定时期内根据市场需求所能生产的产品模型的范围 围绕模块化产品架构构建的产品可以更容易地变化，而不会给制造系统增加巨大的复杂性 例如移动电话手机设计、便携式音频 Product variety l Variety refers to the range of product models the firm can produce within a particular time period in response to market demand l Products built around modular product architectures can be more easily varied without adding tremendous complexity to the manufacturing system
|
||||
- ◦ 集成化架构 Integral architecture 特点：
|
||||
collapsed:: true
|
||||
- 1.产品的每个功能由多个组件组成
|
||||
|
|
@ -1932,30 +1929,30 @@
|
|||
- 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）
|
||||
collapsed:: true
|
||||
- ◦ 创建产品示意图Create a schematic of the product
|
||||
- ◦ 创建产品示意图 Create a schematic of the product
|
||||
collapsed:: true
|
||||
- ▪ 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
|
||||
collapsed:: true
|
||||
- ▪ 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：
|
||||
- ▪ 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：
|
||||
collapsed:: true
|
||||
- • ·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，会使设计人员更好地 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
|
||||
- • ·设计或技术生产的相似性Similarity of design or production technology 当两个或更多的功能单元可能用同样的设计或生产技术完 成时，将这些元素集成到同一组件中将会使设计或生产更经济 When two or more functional elements are likely to be implemented using the same design and/or production technology, then incorporating these elements into the same chunk may allow for more economical design and/or production
|
||||
- • ·集中修改Localisation of change 当开发人员预计某些单元可能要做大量的修改时，就有必要把该单元独立为 一个模块化的组件，这样对该组件的修改就不会影响到其他的组件。 When a team expects there to be a great deal of change in an element, it makes sense to isolate that element into its own modular chunk l In that way, any necessary changes to the element can be carried out without disrupting any of the other chunks
|
||||
- • ·适合多样化Accommodating variety 示意图中元素的聚类应该有利于企业按照客户的具体要求来对产品做出 改动。打印机将在全世界电力标准不同的各个地区销售。所以，开发团队为与直流供 电有关的元素建立了单独的组件。 ·Elements should be clustered together to enable the firm to vary the product in ways that will have value for customers l ·Example – a power supply needs to handle different mains supplies in different countries
|
||||
- • ·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
|
||||
- • ·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
|
||||
- • ·设计或技术生产的相似性 Similarity of design or production technology 当两个或更多的功能单元可能用同样的设计或生产技术完 成时，将这些元素集成到同一组件中将会使设计或生产更经济 When two or more functional elements are likely to be implemented using the same design and/or production technology, then incorporating these elements into the same chunk may allow for more economical design and/or production
|
||||
- • ·集中修改 Localisation of change 当开发人员预计某些单元可能要做大量的修改时，就有必要把该单元独立为 一个模块化的组件，这样对该组件的修改就不会影响到其他的组件。 When a team expects there to be a great deal of change in an element, it makes sense to isolate that element into its own modular chunk l In that way, any necessary changes to the element can be carried out without disrupting any of the other chunks
|
||||
- • ·适合多样化 Accommodating variety 示意图中元素的聚类应该有利于企业按照客户的具体要求来对产品做出 改动。打印机将在全世界电力标准不同的各个地区销售。所以，开发团队为与直流供 电有关的元素建立了单独的组件。 ·Elements should be clustered together to enable the firm to vary the product in ways that will have value for customers l ·Example – a power supply needs to handle different mains supplies in different countries
|
||||
- • ·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
|
||||
- ◦ 设计简略的几何结构 Create a rough geometric layout
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
collapsed:: true
|
||||
- ▪ 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。
|
||||
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
|
||||
- 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
|
||||
collapsed:: true
|
||||
|
|
@ -1968,9 +1965,9 @@
|
|||
- 选择材料
|
||||
- 分配公差
|
||||
- 完整的工业设计控制文件
|
||||
- ·制造l
|
||||
- ·制造 l
|
||||
- ·Marketing ¡ Develop marketing plan l ·Design ¡ Define part geometry ¡ Choose materials ¡ Assign tolerances ¡ Complete industrial design control documentationl ·Manufacturing¡ Define piece-part production processes¡ Design tooling¡ Define quality assurance processes
|
||||
- 阶段 3的输出是产品的控制文档,控制文件是
|
||||
- 阶段 3 的输出是产品的控制文档,控制文件是
|
||||
collapsed:: true
|
||||
- :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
|
||||
- 制造的过程描述和
|
||||
|
|
@ -1979,30 +1976,30 @@
|
|||
- 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
|
||||
- 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
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
- 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
|
||||
- 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
|
||||
collapsed:: true
|
||||
- ◦ 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
|
||||
- ◦ 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）
|
||||
- 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
|
||||
- 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
|
||||
分支主题 6
|
||||
- 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
|
||||
- 原型的作用Uses of Prototypes
|
||||
- 原型的作用 Uses of Prototypes
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
collapsed:: true
|
||||
- 实体/解析
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
- 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
|
||||
- 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
|
||||
- 综合/专一
|
||||
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
|
||||
- ◦ 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
|
||||
- ◦ 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
|
||||
- 选择原型类型的原则
|
||||
collapsed:: true
|
||||
|
|
@ -2010,14 +2007,14 @@
|
|||
- 需要物理原型来检测意料之外的现象 ·
|
||||
- 原型可以降低高成本迭代的风险 ·
|
||||
- 原型可以加速其他开发步骤 ¡ ·
|
||||
- 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）**
|
||||
- 制定原型计划（四步） #flashcard
|
||||
collapsed:: true
|
||||
- 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。
|
||||
- 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
|
||||
- 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。
|
||||
- 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
|
||||
- 好处
|
||||
- Reduce uncertainty
|
||||
|
|
@ -2030,18 +2027,18 @@
|
|||
- Avoid hardware swamp :-> where you keep building different ways out of a problem without stopping to think
|
||||
- DONE Week4
|
||||
- ## Topic 18
|
||||
- topic 18初创企业和企业家精神
|
||||
- topic 18 初创企业和企业家精神
|
||||
- 什么是创业（starup）
|
||||
- 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
|
||||
- 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\nl ·has possession over a new enterprise or venture\nl ·assumes full accountability for the inherent risks \nand the outcome
|
||||
- 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
|
||||
- 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\nl ·has possession over a new enterprise or venture\nl ·assumes full accountability for the inherent risks \nand the outcome
|
||||
- 企业家精神/创业行为 Entrepreneurship
|
||||
collapsed:: true
|
||||
- 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\norganisations or revitalizing mature organisations,\nl ·particularly new businesses - generally in \nresponse to identified opportunities
|
||||
- 两种创新/企业家精神
|
||||
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
|
||||
- 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。\n·Aim is to gain independence to exploit\na technology\n·Often results from being frustrated in a\nlarge company
|
||||
- 影响成功创业的因素
|
||||
collapsed:: true
|
||||
|
|
@ -2053,34 +2050,34 @@
|
|||
- government
|
||||
- 小企业会面临的风险
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
|
||||
- 早期决定
|
||||
collapsed:: true
|
||||
- 什么类型的业务–type of business
|
||||
- 什么类型的业务–type of business
|
||||
collapsed:: true
|
||||
- 可扩展的全球技术公司有长期R&D计划的生物技术企业具有中期增长计划的制造工厂互联网服务商生活方式商业 Scalable, global technology player Biotech business with long-term R&D plans Manufacturing facility with medium growth plans Service provider Lifestyle business
|
||||
- 什么形式的所有权——如个体经营者？
|
||||
- 可扩展的全球技术公司有长期 R&D 计划的生物技术企业具有中期增长计划的制造工厂互联网服务商生活方式商业 Scalable, global technology player Biotech business with long-term R&D plans Manufacturing facility with medium growth plans Service provider Lifestyle business
|
||||
- 什么形式的所有权——如个体经营者？
|
||||
collapsed:: true
|
||||
- 营销商 Sole Trader
|
||||
collapsed:: true
|
||||
- 
|
||||
- 伙伴关系 Partnership
|
||||
collapsed:: true
|
||||
- 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。\n条款包括: \n各合伙人认缴的出资额 \n如何确定利润并在合伙人之间分配 \n合伙人的工资分配 \n合伙企业的解散程序 Two or more people combine resources and form\na partnership Contract exists between the two (or more) parties;\nterms include:\nl The amount of capital subscribed by each\npartner\nl How profits will be determined and allocated\nbetween partners\nl Salary allocation for the partners\nl Procedure for dissolving the partnership\n\n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）
|
||||
- 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。\n 条款包括: \n 各合伙人认缴的出资额 \n 如何确定利润并在合伙人之间分配 \n 合伙人的工资分配 \n 合伙企业的解散程序 Two or more people combine resources and form\na partnership Contract exists between the two (or more) parties;\nterms include:\nl The amount of capital subscribed by each\npartner\nl How profits will be determined and allocated\nbetween partners\nl Salary allocation for the partners\nl Procedure for dissolving the partnership\n\n 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
|
||||
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？
|
||||
- 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？
|
||||
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？
|
||||
- 谁是你的客户？
|
||||
collapsed:: true
|
||||
- B2C (business to consumer)\nB2B (business to business)
|
||||
- 高科技创新企业是怎么样走到一起的
|
||||
collapsed:: true
|
||||
- 技术
|
||||
- 技术
|
||||
- 知识产权(保护)
|
||||
- 愿景(技术能引领到哪里？
|
||||
- 有市场吗
|
||||
|
|
@ -2101,33 +2098,33 @@
|
|||
collapsed:: true
|
||||
- 投资前期 Pre-investment
|
||||
collapsed:: true
|
||||
- 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 \n10万至50万 \n建立董事会、部分高管团队 \n5 - 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\n1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+
|
||||
- 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 \n10 万至 50 万 \n 建立董事会、部分高管团队 \n5 - 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\n1 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+
|
||||
collapsed:: true
|
||||
- 风险投资VCs(Venture Capitalists)
|
||||
- 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
|
||||
- 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
|
||||
- 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。
|
||||
- （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
|
||||
- Business plan 的两个基本功能
|
||||
collapsed:: true
|
||||
- 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和引人注目的特点
|
||||
- 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
|
||||
|
|
@ -2137,7 +2134,7 @@
|
|||
- 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
|
||||
collapsed:: true
|
||||
- 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
|
||||
- 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
|
||||
|
|
@ -2158,7 +2155,7 @@
|
|||
- 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
|
||||
- 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；
|
||||
- Valuation, ownership, control, legal issues: 估值、所有权、控制权、法律问题；
|
||||
|
|
@ -2167,13 +2164,13 @@
|
|||
- 企业失败的原因
|
||||
collapsed:: true
|
||||
- 缺乏技能
|
||||
- 销售问题
|
||||
- 财务控制
|
||||
- 缺乏资金
|
||||
- 融资成本高
|
||||
- 破产的顾客
|
||||
- 过度交易开发
|
||||
- 营销问题
|
||||
- 销售问题
|
||||
- 财务控制
|
||||
- 缺乏资金
|
||||
- 融资成本高
|
||||
- 破产的顾客
|
||||
- 过度交易开发
|
||||
- 营销问题
|
||||
- 官僚主义
|
||||
l lack of skills
|
||||
l sales problem
|
||||
|
|
@ -2185,219 +2182,6 @@
|
|||
l marketing issues
|
||||
l red tape (bureaucracy)
|
||||
- ## Topic 19
|
||||
- What is Cybersecurity?\n什么是网络安全？
|
||||
Cybersecurity is the application of technologies, processes and controls to protect systems, networks, programs, devices and data from cyber attacks
|
||||
网络安全是应用技术、程序和控制来保护系统、网络、程序、设备和数据免受网络攻击。
|
||||
It aims to reduce the risk of cyber attacks, and protect against the unauthorised exploitation of systems, networks and technologies
|
||||
它的目的是减少网络攻击的风险，并保护系统、网络和技术不被非法利用。
|
||||
Increasingly implemented through laws and regulations
|
||||
越来越多地通过法律和法规来实施
|
||||
Three distinct legal elements: information security, privacy and data protection, and cybercrime
|
||||
三个不同的法律要素：信息安全、隐私和数据保护，以及网络犯罪
|
||||
Information Security信息安全
|
||||
Seeks to protect all information assets, whether in hard copy or in digital form
|
||||
寻求保护所有的信息资产，无论是硬拷贝还是数字形式的信息。
|
||||
Information is one of the most valuable assets
|
||||
信息是最有价值的资产之一
|
||||
Good business practice
|
||||
良好的商业惯例
|
||||
Digital revolution changed how people communicate and conduct business
|
||||
数字革命改变了人们的沟通方式和业务开展方式
|
||||
Digital revolution changed how people communicate and conduct business
|
||||
数字革命改变了人们的沟通方式和业务开展方式
|
||||
Privacy and Data Protection隐私和数据保护
|
||||
Number of different, but related concepts
|
||||
不同但相关的概念的数量
|
||||
Control of personal data
|
||||
个人数据的控制
|
||||
Control = the ability to specify the collection, use, and sharing of their data
|
||||
控制=有能力指定收集、使用和分享他们的数据
|
||||
Personal information – private x publicly available
|
||||
个人信息--私人的x公开的
|
||||
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 — that is, the tools and procedures — to enforce the policy and regulation, including the prevention of unauthorized access or misuse of the data that I agreed to share
|
||||
数据隐私是管理我的数据在与任何实体共享时的使用的法规或政策，而数据保护是执行政策和法规的机制，即工具和程序，包括防止未经授权访问或滥用我同意共享的数据。
|
||||
Information Security x Privacy信息安全x隐私
|
||||
Information security and privacy are closely related, but distinct concepts
|
||||
信息安全和隐私是密切相关的，但又是不同的概念
|
||||
Privacy is an individual’s right to control the use and disclosure of their own personal information
|
||||
隐私是个人控制自己的个人信息的使用和披露的权利。
|
||||
Information security is the process used to keep data private
|
||||
信息安全是用于保护数据隐私的过程
|
||||
Security is the process; privacy is the result
|
||||
安全是过程；隐私是结果
|
||||
Cybercrime网络犯罪
|
||||
Cybercrime is an act that violates the law, by using information and communication technology (ICT) to either target networks, systems, data, websites and/or technology or facilitate a crime
|
||||
网络犯罪是一种违反法律的行为，它利用信息和通信技术（ICT），以网络、系统、数据、网站和/或技术为目标，或为犯罪提供便利。
|
||||
Cybercrime knows no physical or geographic boundaries and can be conducted with less effort, greater ease, and at greater speed and scale than traditional crime
|
||||
网络犯罪不受物理或地理边界的限制，与传统犯罪相比，可以更省力、更容易、更快速、更大规模地进行。
|
||||
Drivers of Cybersecurity网络安全的驱动因素
|
||||
Legal and regulatory法律和监管
|
||||
Growing legal framework establishing safeguarding and information obligation
|
||||
建立保障和信息义务的法律框架不断增强
|
||||
Growing enforcement as a response to ineffective self-regulation
|
||||
作为对无效自律的回应，执法力度不断增强
|
||||
Commercial商业
|
||||
Growing awareness of risk, economic and legal consequences, trustworthiness of business transactions
|
||||
对风险、经济和法律后果、商业交易的可信度的认识不断提高
|
||||
Technical技术
|
||||
With technological innovation comes opportunities as well as risks
|
||||
技术创新带来了机遇，也带来了风险
|
||||
Information Security信息安全
|
||||
Information Security I
|
||||
Processes, procedures and infrastructure to preserve: – confidentiality – integrity, and – availability of information
|
||||
流程、程序和基础设施，以保持 - 信息的保密性 - 完整性，以及 - 可用性
|
||||
Information Security II
|
||||
|
||||
Confidentiality保密性
|
||||
Confidentiality I
|
||||
Confidentiality means that only people with the right permission can access and use information
|
||||
保密性是指只有获得适当许可的人才能访问和使用信息。
|
||||
Protecting information from unauthorised access at all stages of its life cycle
|
||||
保护信息在其生命周期的所有阶段免遭未经授权的访问
|
||||
Information must be created, used, stored, transmitted, and destroyed in ways that protect its confidentiality
|
||||
信息的创建、使用、存储、传输和销毁必须以保护其机密性的方式进行。
|
||||
Confidentiality II
|
||||
Ensuring confidentiality – encryption, access controls
|
||||
确保保密性 - 加密、访问控制
|
||||
Compromising confidentiality – (intentional) shoulder surfing, social engineering; (accidental) publication
|
||||
破坏保密性--（故意）肩上冲浪、社会工程；（意外）发布
|
||||
It may result in identity theft, threats to public safety
|
||||
它可能导致身份被盗，威胁到公共安全
|
||||
Example
|
||||
|
||||
Integrity
|
||||
Integrity means that information systems and their data are accurate
|
||||
完整性意味着信息系统及其数据是准确的
|
||||
Changes cannot be made to data without appropriate permissions
|
||||
没有适当的权限，不能对数据进行更改
|
||||
Ensuring integrity – controls ensuring the correct entry of information, authorization, antivirus
|
||||
确保完整性--确保信息的正确输入、授权、防病毒的控制。
|
||||
Compromising integrity – (intentional) employee or external attacks; (accidental) employee error
|
||||
破坏完整性--（故意的）雇员或外部攻击；（意外的）雇员错误
|
||||
Example
|
||||
|
||||
Authentication认证
|
||||
Specific to integrity and confidentiality considerations
|
||||
具体到完整性和保密性的考虑
|
||||
Authentication is the process of validating the identity of a registered user or process before enabling access to protected networks and systems.
|
||||
认证是在允许访问受保护的网络和系统之前验证注册用户或程序的身份的过程。
|
||||
Analogue : signatures, handwriting, in person attestation, witnesses, notary
|
||||
类比：签名、笔迹、当面证明、证人、公证
|
||||
Digital : username and password, digital signatures, fingerprints or face recognition
|
||||
数字化：用户名和密码、数字签名、指纹或面部识别
|
||||
Availability可利用性
|
||||
Availability is the security goal of making sure information systems are reliable
|
||||
可用性是确保信息系统可靠的安全目标。
|
||||
Data is accessible
|
||||
数据是可以访问的
|
||||
Individuals with proper permission can use systems and retrieve data in a dependable and timely manner
|
||||
拥有适当权限的个人可以使用系统，并以可靠和及时的方式检索数据。
|
||||
Ensuring availability – recovery plans, backup systems
|
||||
确保可用性--恢复计划、备份系统
|
||||
Compromising availability – (intentional) denial of service (DoS) attack, (accidental) outage
|
||||
破坏可用性 - （故意）拒绝服务（DoS）攻击，（意外）中断
|
||||
Example
|
||||
|
||||
Information Security信息安全
|
||||
= Mitigating risks to the trustworthiness of information of corporations and governments by the:=减轻公司和政府的信息可信度的风险，由：
|
||||
Development of strategies and制定战略和
|
||||
Implementation to technologies and procedures in order to preserve its confidentiality, integrity, and availability实施技术和程序，以保护其机密性、完整性和可用性
|
||||
Information Security Key Concepts信息安全的关键概念
|
||||
Risk management as means to justify information security laws = process of listing the all the relevant factors and taking steps to control them where possible
|
||||
风险管理是证明信息安全法的手段=列出所有相关因素并尽可能采取措施控制它们的过程。
|
||||
There are four main concepts: Vulnerabilities ,Threats ,Risks ,Safeguards
|
||||
有四个主要概念： 脆弱性、威胁、风险、保障措施
|
||||
Vulnerabilities 漏洞
|
||||
Vulnerabilities I
|
||||
= weakness or flaw in the information system that can be exploited= 信息系统中可被利用的弱点或缺陷
|
||||
Construction, design mistake建筑、设计错误
|
||||
Flaws in how internal safeguards are used/not used, based on:在如何使用/不使用内部保障措施方面存在缺陷，依据是：
|
||||
People
|
||||
Process
|
||||
Facility 设施
|
||||
Technology
|
||||
Vulnerabilities II
|
||||
People
|
||||
separation of duties principle职责分离原则
|
||||
two or more people need to split a critical task functions两个或两个以上的人需要分担一个关键任务的职能
|
||||
Process
|
||||
flaws in organization’s procedures
|
||||
missing step in a checklist /no checklist
|
||||
failure to apply hardware and software patches
|
||||
= patch is a software/code that updates a program to address security problems=补丁是一种软件/代码，用于更新程序以解决安全问题
|
||||
Vulnerabilities III
|
||||
Facility
|
||||
flaws in physical infrastructure有形基础设施的缺陷
|
||||
fences, locks, CCTV cameras围栏、门锁、闭路电视摄像机
|
||||
Technology
|
||||
design flaws设计缺陷
|
||||
unpatched applications, improperly configured equipment未打补丁的应用程序，配置不当的设备
|
||||
Successful attacks take place when vulnerability is exploited成功的攻击发生在漏洞被利用的时候
|
||||
Threats
|
||||
Threats I
|
||||
= anything that can cause harm to an information system – successful exploits of vulnerabilities=任何能对信息系统造成伤害的东西 - 成功利用漏洞的行为
|
||||
Relationship between a vulnerability and a threat脆弱性和威胁之间的关系
|
||||
An organization does not have sufficient controls to prevent an employee from deleting critical computer files (lack of controls – vulnerability). An employee could delete files by mistake (employee – source of threat) (deleting critical files – threat). If the files are deleted, successful exploit of the vulnerability has taken place. If the file is not recoverable, the incident harms the organizations and its security. Availability is compromised.
|
||||
一个组织没有足够的控制措施来防止员工删除关键的计算机文件（缺乏控制措施--漏洞）。雇员可能会错误地删除文件（雇员-威胁源）（删除关键文件-威胁）。如果文件被删除，就说明已经成功利用了该漏洞。如果文件无法恢复，该事件就会损害组织和它的安全。可用性受到影响。
|
||||
Threats II
|
||||
Human
|
||||
Internal and external, includes well-meaning employees and external attackers内部和外部，包括善意的雇员和外部攻击者
|
||||
Natural
|
||||
uncontrollable events (fire, flood)不可控制的事件（火灾、洪水）
|
||||
Technology and operational
|
||||
operate inside information systems (malicious code, hardware and software failures)在信息系统内部操作（恶意代码、硬件和软件故障）。
|
||||
Physical and environmental – lack of physical securit物理和环境--缺乏实体安全y
|
||||
Accidental or intentional意外或故意的
|
||||
Internal or external attackers内部或外部攻击者
|
||||
Threats III
|
||||
Threats to information, networks, systems have increased对信息、网络、系统的威胁已经增加
|
||||
More devices, more use, more ‘always on’更多的设备，更多的使用，更多的 "永远在线"。
|
||||
More complex networks with greater ‘attack surface’更复杂的网络，有更大的 "攻击面"。
|
||||
Bring your own device (BYOD) means that end points of corporate networks no longer in their control; more points of entry into enterprise networks自带设备（BYOD）意味着企业网络的终端不再受其控制；有更多的点进入企业网络
|
||||
More devices with IoT; smart watches possibly not connected to enterprise authentication systems更多的设备具有物联网功能；智能手表可能没有与企业认证系统相连
|
||||
Attacks have grown more sophisticated攻击已变得更加复杂
|
||||
Sony’s servers wiped after internal communications stolen, but held for months索尼的服务器在内部通信被盗后被抹去，但被扣留了几个月
|
||||
Attacks that take months to achieve goals; undetected需要数月才能实现目标的攻击；未被发现的攻击
|
||||
'Ransomware’ = threat to encrypt data unless paid赎金软件"=威胁要加密数据，除非付费
|
||||
SolarWind cyberattackSolarWind的网络攻击
|
||||
Risks
|
||||
Risks I
|
||||
|
||||
|
||||
Risks II
|
||||
|
||||
|
||||
Risks III
|
||||
|
||||
|
||||
Safeguards
|
||||
Safeguards I
|
||||
= safeguard reduces the harm posed by information security vulnerabilities or threats=保障措施减少信息安全漏洞或威胁所带来的危害
|
||||
|
||||
|
||||
Safeguards II
|
||||
|
||||
Safeguards III
|
||||
Safeguards can be put in place at all layers of the system:保障措施可以在系统的所有层级落实到位：
|
||||
|
||||
可以在系统的所有层实施安全措施 :\n在物理硬件或设备层，例如，通过物理保护服务器机房免受水淹；\n在各种软件层，例如通过安装最新的补丁；\n在网络层，例如通过使用虚拟专用网 (“VPN”)；而且，\n在用户层，确保所有人员接受适当的培训，以识别网络钓鱼电子邮件和其他形式的社会工程。
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Exercise
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Information Security Management
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有效评估组织的安全需求，评估和选择各种安全产品和策略 将信息分类 确定法律义务 评估漏洞、威胁和风险 保护 有许多挑战 标准的发展
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ISO/IEC
|
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27001
|
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|
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27001:2022信息安全管理系统 全球最著名的信息安全管理系统标准 (ISMS) 它定义了 ISMS必须满足的要求 该标准为各种规模和各种行业的公司提供了建立、实施、维护和持续改进信息安全管理系统的指导 符合 ISO/IEC 27001标准意味着一个组织或企业已经建立了一个系统来管理与公司拥有或处理的数据的安全性相关的风险
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|
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ISMS规范 从自上而下的角度衡量、监控和控制安全管理的方法 第 2部分定义了一个六步“流程”，本质上是 : 定义安全策略 定义 ISMS的范围 进行风险评估 管理风险 选择要实施的控制目标和控制 准备一份适用性声明
|
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27002
|
||||
|
||||
27002:2022信息安全、网络安全和隐私保护—信息安全控制 本文档提供了一套通用信息安全控制参考，包括实施指南 本文档旨在供以下组织使用 : 在基于 ISO/IEC27001的信息安全管理系统 (ISMS)的范围内； 根据国际公认的最佳实践实施信息安全控制； 用于制定特定于组织的信息安全管理准则 确定每项控制的目标、工作原理以及公司如何成功实施
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Summary
|
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|
||||
信息安全是保护信息这一宝贵资产的研究和实践\n信息安全的主要目标是保护信息的机密性、完整性和可用性 (CIA)\n关键的信息安全概念包括漏洞、威胁、风险和安全措施\n实施信息安全的法律义务和激励措施\n标准的重要性
|
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- LATER 概率论 (隔了一个周末)
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collapsed:: true
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SCHEDULED: <2023-06-19 Mon>
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