继续对项目进行管理和监控

Continue Monitoring and Control of Project Execution

LPDT—100

FPDT-58

RDPDT—68

TSPDT—58

MNFPDT-58

PROPDT—58

MKTPDT-69A

对项目的执行进行持续的每周例行监视和控制。

Continue weekly monitoring and control of project   execution.

继续监控产品质量目标和计划Continue to Monitor and control product quality plan

/PQA-100

在验证阶段，继续监控产品质量目标和计划。

In qualify phase， continue to Monitor and control product quality   objective and plan。

监控并管理配置及更改

Monitor and Manage Configuration and  Changes

SE-240

     作为持续进行的活动的一部分，对开发和设计活动进行定期性的检查，确保产品需求、规格、配置和其它的产品技术文档没有被随意更改;使用PDM的EC模块来使产品需求、规格、配置和其它技术文档的更改受控(在PDM实施前，使用CMM和公司其它的相关流程)。

As part of an ongoing activity， perform inspections regularly on design and   development activities to make sure that the offering requirements， specifications，   configuration(s) and other offering technical documents are not changed in an   ad—hoc manner; maintain control over changes to offering requirements， specifications, configuration(s) and other offering   technical documents using EC module of PDM （Prior to   the implementation of PDM, use CMM and other relevant processes of Huawei）

设计检视

Perform Design Inspections

SE-250

    作为持续进行的活动的一部分，通过参加由硬件、软件、结构、测试、工业设计、采购、市场和其他项目组成员召开的技术会议或阅读会议纪要来进行设计检查；特别的,查实产品是否符合特定的需求和规格，并对所有偏差或更改进行标注;这项活动为“监控和管理配置及更改"活动提供输入。

As part of an ongoing activity， perform design inspections by participating in or   reading meeting minutes of regular project technical meetings conducted by   electrical， software, mechanical, testing,   industrial design， procurement, marketing， and other project members; specifically look for   offering compliance with specified requirements and specifications， and flag any deviations or changes； this activity feeds the 'monitor and mange changes’   activity.

更新BOM并发布最新版给本给制造

Update BOM and release latest version to MFG

SE-235

PDM activity。 The latest level of a product's   contents should be made available to manufacturing at every key point in the   IPD Process. Additionally,within Windchill, the PDM system， a ”baseline" is used to   create a "snapshot” of a product's status so that users sharing product   data can do so within the context of a known product configuration。

PDM活动. 在IPD流程的各个关键点，产品构造的最新情况应提供给制造。另外在Windchill PDM系统这边,基线就用来创建产品状态的“快照”，这样共享产品数据的用户可以共享同一既定的产品配置。 

SVT(系统验证测试) TE—70

对初始产品单元进行性能、可靠性、环境测试。

Test initial production units for performance， reliability, environmental, etc。 considerations

和内部认证/标杆测试Internal SCT/Bench Test

TE-71

它国准入、进行测试内部认证/标杆、法规等方面

Test initial production units for homologation,   certification, regulatory，

翻译

Translation

TD-45

基于翻译计划和开发的技术（及其他）文件，在需要的地方利用第三方完成翻译工作,第三方要签订保密协议.

Technical （ and   other ） documents based on translation plan and   development, a confidential agreement should be signed when translation is   shifted to a third party。

翻译验证

Translation Verification

TD-46

加载翻译的文件,运行系统来验证翻译是否正确,记录偏差、疑点和问题并加以解决。

Load translated documents， operate the system to verify whether the   translation is correct， log variance, doubts ， issues and have them solved.   

技术资料出版、发运、储存

Print, Ship， and   Stock Documentation

TD—45 (TD—50)

当技术文档和其他文档经过评审和验证后,印刷纸件文档（技术手册、安装手册、用户手册等）及其翻译版本，运送到销售渠道并纳入存货目录。

When the technical and other documentation have been   reviewed and verified, print the paper—based documentation (technical   manuals, installation manuals, user manuals, etc。) and their translated versions； ship to channels and stock in inventory

继续制造系统验证

Continue Manufacturing System Verification

PP-30

      通过对制造系统的验证工作进行有效的指导和控制，以保证验证效果，提高验证效率，按时完成验证计划。

Guarantee verification   effects, improve verification efficiency and timely complete qualify plan   through effective guide and control of manufacturing system verification。 

    组织实施产品在试产验证过程中制造系统验证数据的分析处理和产品一致性测试,完成对产品在制造工艺系统方面和产品一致性方面的评估,以及各种问题的及时分析总结、反馈和处理,并跟踪至彻底解决。

     Organize and implement manufacturing   system verification data analysis and consistency testing during pilot   production and verification。 Complete assessment on manufacturing process system and   product consistency. Timely summary， feedback and handling of various   problems and track until final solution。

下达生产物料计划

Issue Production Material Plan

AME-70

在技术评审5后，物料计划工程师根据市场代表滚动刷新的并经市场相关部门评审通过的要货计划， 按照相关计划操作流程录入预测、排产计划、下达物料采购计划(包括PCB、结构件、外购设备、软件）、制定物料半成品加工计划。以后每两周根据调整的市场要货计划滚动刷新生产物料计划.到发布阶段后期及时检查生产物料的齐套性，启动生产。

After TR5， material plan engineer   follow appropriate plan operation process to enter forecast， manufacturing sequence， notify material   procurement plan （ including PCB, structured components, outsourced equipment   and software） and develop material   semifinished product processing plan based on refreshed product demand plan   provided by marketing rep and reviewed by appropriate marketing functions。 Manufacturing material   plan is updated every two weeks based on refreshed market demanding plan.   Timely check completeness of manufacturing materials at the end of launch   phase and initiate production。  

采购长货期生产物料

Order Long Lead Time Production Parts

PRO—50

通过MRP系统下单—-这不在IPD范围

Place orders using the MRP systems — this not part   of IPD

采购生产物料

Order Production Parts

PRO—55

通过MRP系统下单—-这不在IPD范围

Place orders using the MRP systems - this not part   of IPD

执行订单履行活动

Perform Fulfillment Activities

FF—40

按订单履行计划执行活动(如何产生定单,通过何种渠道，他们将如何被接受、处理、安排调度、制造、交付和在客户现场安装）。

Perform fulfillment activities based on fulfillment   plan - how orders will be generated， through   which channels， how orders will be communicated,   accepted， processed，   scheduled, built, delivered and installed at customer sites

建立订单环境

Setup Ordering Environment

FF-50

加载产品构件、标准配置和配置规则到配置器中，在MRP中建立用户定单系统的界面.

Load the offering components， standard configurations and configuration rules   into the configurator; set up interfaces to the customer ordering system in   MRP

接受培训,准备销售力量

Perform Training and Prepare Sales Force

S-30

培训销售队伍并用市场的辅助品（如小册子等）、工具（如配置器等)武装他们以便让他们在发布日能够开始销售.

Train the sales force and equip them with the   marketing collateral (brochures， etc.）， tools such as configurator， etc。 so they can start selling on the day of   announcement.

执行客户迁移活动

Perform Customer Transition Activities

CT—30

根据详细的工作计划执行用户迁移活动；准备可根据不同用户进行修改、调整的标准迁移计划；准备可根据需要进行修改、调整的标准用户协议，培训技术人员，指定人员来全面审视用户的具体情况。

Perform customer transition activities per the   detailed work plans； prepare standard transition plans that   can be modified to suit different customer situations； prepare standard customer agreements that can be   modified if necessary； train technical staff； assign staff to oversee specific customer   situations;

继续准备发布/局部公开/培训

Continue to Prepare for Announcement /  Disclosure / Training

MKTE-30

继续发布准备；继续收集信息来完成RFA文档；（RFA是为了向PDT和IPMT施加压力来发布产品，PDT和IPMT在可获得性决策评审点进行检查和平衡）;继续准备对销售员工的培训计划，包括师资培训计划（T3),明确候选客户并准备秘密发布（这些客户可能是早期支持的候选客户）；准备局部发布的材料、信函、保密协议等；获得准入证，准备媒体发布，完成培训资料的准备，准备好正式的发布申请。

Continue preparations for announcement; continue   collecting information towards completing the RFA document； （the RFA is intended to put pressure on the   PDT and IPMT to announce the offering， while   the PDT and IPMT provide the check and balance via the Availability DCP）. continue preparing training programs for sales   staff including train—the-trainer programs （T3）, identify customer candidates and prepare for   confidential disclosures （these customers may be candidates for   early support programs)； prepare disclosure materials, letters,   confidentiality agreements, etc.; also get clearances from agencies, prepare   press releases, complete preparation of training materials, and prepare a   formal request for announcement。

NetStar验证与评估

Verify and Evaluation NetStar

MKTE-31

NetStar开发完成后，相关部门对NetStar进行验证及评价,为发布NetStar系统作好准备。

After having been developed, department   concerned verify and evaluation NetStar system so that launch the system。

进行BETA测试

Perform Beta Testing

TE—75

TSS—45

   在客户的环境安装首批产品单元并在实际条件中测试产品；包括功能测试，压力测试等，同时进行UCD的评估.

Install initial production units in customer’s   environments and test the product in real—world situations; includes   functional testing, scale—up testing etc.， as well   as UCD evaluations.

SVT2

TE-76

针对对BETA测试发现的问题进行回归测试

Conduct regression test to address problems found in   BETA test.

技术评审6

TR6

SE—270

PQA—110

  TR6是一个关注于系统级的评审,确保产品的制造能力已经能适应全球范围内发货的需求。 TR6 is a program review focused on ensuring the   product has demonstrated compliance with all requirements for world wide   manufacturing readiness. 

TR6关注于以下几方面： TR6 activities focus on:

 a。 系统总览Program   overview

 b。       计划评审、量产评审、供应商评审Review of schedules, volumes and sourcing

 c。 制造计划周期(包含装备、装配计划、测试计划、资源）Viability of manufacturing plan （equipment, assembly plan， test plan ，resources)

 d.   物料管理计划的执行,以支持放量生产Materials management plan in execution to   support ramp—up

 e。 产品保证(遗留问题是否解决， 产品质量目标是否符合要求）Product Assurance （Issues resolved, product quality targets met)

 f。 可靠性、可维护性、可安装性、可服务性目标是否符合要求Reliability，   maintainability, installability, servicability targets met

 g.   所有特性（含功能、性能）的目标是否符合要求All Feature/Functionality and Performance   targets met

 h.   Beta测试中的问题是否已经被解决Beta Event related issues have been resolved

在SVT后进行。TR6是验证阶段唯一的技术评审。TR6是ADCP和GA的判断准则之一。TR6关注于产品生产问题的状态和解决情况.TR6 is carried out shortly after SVT.  It is the only technical review in the   Qualify phase。TR6 is one of the criteria for ADCP and   GA。    TR6 provides the PDT with an understanding of the status and solution   of problems concerning， product manufacturing. 

当决定产品是否能从试制中心转到制造部门，并开始放量生产时，需要考虑TR6的结果.TR6   results are considered by the PDT when making the decision to proceed with   the handoff of production responsibility from the Pilot Production to the   Manufacturing group, and to proceed with manufacturing ramp—up.

TR6的目标是评估产品级交付件的技术成熟度，分析继续进行发布阶段的后续活动（切换到生产、放量等)的风险.因此TR6有如下5个目的:

The objectives of   Technical Review 6 （TR 6） are to   assess the technical maturity of the production level offering， and to understand the risks of going forward with   production handoff and ramp-up as part of launch phase activities。  As such, TR6   has 5 major purposes:

 a。 作为ADCP参考输入,TR6检查产品是否可以推向市场并且确认进入发布阶段可能存在的风险。 Serves as a reference for the ADCP； checks whether the product can be put on the market   and validate all the risks of going forward to the launch phase.

 b.   TR6评审对Beta测试的产品规格和产品制造的输出、问题和解决方案的冲击。 Assesses the impact to product   specifications of Beta testing and Product Manufacturing outcomes， issues， and   solutions。

 c。 TR6确认最终产品配置已经文档化，所有EC（变更请求）已经生效、已经执行并且测试完成。 Verifies that the final product   configuration has been documented, all EC's are effective and have been   implemented and all testing completed。

 d.   TR6确保生产和产品支持系统已经被验证，并且适合进入小批量生产。 Ensures that manufacturing and   production supports systems have been verified, and are suitable for ramp up   of production volumes。

 e.   TR6确保技术和销售支撑系统已经准备好，并且进入发布阶段后必需的相关信息已经完成。 Determines whether the technical and   sales support systems are in place， and the   information infrastructure properly implemented for product launch。

更新BOM并发布最新 版本给制造(量产用）

Update BOM and release latest version to MFG for   volume production

SE—271

PDM活动。 在IPD流程的各个关键点，产品构造的最新情况应提供给制造。另外在Windchill PDM系统这边,基线就用来创建产品状态的“快照”，这样共享产品数据的用户可以共享同一既定的产品配置。 

PDM activity。 The latest level of a   product’s contents should be made available to manufacturing at every key   point in the IPD Process。   Additionally, within Windchill, the PDM system, a ”baseline” is used to   create a ”snapshot” of a product’s status so that users sharing product data   can do so within the context of a known product configuration. Let me know if   you have any questions。

外部系统认证测试和标杆测试

Perform System Certification Test and Benchmark Test

TE-80

借助第三方或其他受约束的环境，进行行业标准鉴定(入网）测试和竞争对比测试。

Using third parties or other controlled   environments, perform the standard tests for industry certification and   competitive benchmark testing.

ESP准备评估

Assess ESP Readiness

ESP-30

对产品包早期支持计划的各个方面进行审视.明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估早期支持计划的总体准备就绪情况：是否有相应规范与分配有足够技能的员工用结构化和负责任的方法来支持早期支持计划的客户了解、诊断并解决问题；是否有客户交付的机制;是否有收集该产品包的早期支持客户反馈(产品包的技术性能、质量及UCD性能等)的机制.

Review all ESP aspects of the offering, identify   open issues/problems and assess risks, develop risk mitigation action plans   and assess overall readiness for ESP — are there procedures and skilled staff   assigned to help ESP customers detect, diagnose and resolve problems in a   structured and responsive manner， are   mechanisms in place for customer delivery， are   mechanisms in place to collect feedback from ESP customers on the offering -   its technical performance， quality, UCD performance， etc.

执行ESP活动

Perform ESP Activities

ESP—35

按ESP计划执行相应的活动.

Perform appropriate activities per ESP plan。

ESP客户支持准备

Prepare for ESP Customer Support

TSS—50

验证支持人员得到现行的产品及已通知变更的更新与培训；验证早期支持程序的客户合同清单得到更新；验证与技术人员沟通信息的正确性；明确可行的支持环节与程序，明确支持上报策略。

Verify support staff has been updated / trained on   current product and  notified of any   changes; Verify ESP customer contact list has been updated; Verify contact   information with technical staff is correct; Identify possible support   scenarios and procedures; Identify support escalation strategy。

发运ESP产品

Ship ESP Products

MOPS-30

将ESP产品发给ESP客户。

Ship products to ESP customers.

ESP客户支持

ESP customer support

TSS—65

对ESP客户提供支持－准备引导，培训，计划与管理安装与运行；获得产品性能的反馈;报告问题；性能诊断；方案开发与管理；对于技术支持人员提供培训以进行持续的支持。

Provide support to ESP   customers - prepare facilitation, conduct training, plan and manage   installation and operation; obtain feedback on product performance, report   problems, performance diagnose， perform solution development and   management； provide training to   tech support staff for ongoing support

ESP客户支持

ESP Customer Support

SE—275

MKTE—36

FF—55

S-35

分别在技术、行销、定单履行、销售方面支持ESP客户。

Support ESP customers on technology， marketing, fulfillment and sales.

优化业务计划和风险评估

Refine Business Case & Risk Assessment

LPDT—110

评审单个的功能就绪情况和风险评估并用更新的成本和期望收入优化业务计划；为发布制定总体建议。

Review the individual functional readiness and risk   assessments and refine the business case with updated costs and expected   revenues; develop overall recommendations for launch

实施可获得决策的财务分析

Verify    Financial Assessment

FPDT-60

基于更新的成本和收入评估,定出最后价格并准备一份定价书，清晰列出批量折扣、折价品和其他优惠保证的条款和条件。

Based on updated cost and revenue estimates,   determine final price and prepare a pricing letter that clearly spells out   the terms and conditions for volume discounts，   trade—in and other allowances， etc。

产品准备评估

Assess Product Readiness

RDPDT—70

评审产品的技术各个方面，包括产品成熟度、质量、可靠性等；明确未解决的问题，评估风险,制定风险规避活动计划，明确并按优先等级解决问题，分析beta测试反馈、对比测试和入网鉴定测试的反馈，并为发布评估全面的产品准备就绪情况--产品是否可操作和稳定,是否满足规定需求和规格，是否符合规定的成本目标等等。

Review all technical aspects of the offering， including product maturity, quality， reliability， etc。； identify open issues/problems, assess risks,   develop risk mitigation action plans, identify and prioritize fixes, analyze   feedback from beta testing, benchmark testing and certification testing and   assess overall product readiness for launch - is the product operational and   stable, does it meet the stated requirements and specifications, does it meet   stated cost targets, etc。

技术支持准备评估

Assess Tech Support Readiness

TSPDT—60

评审产品的技术支援的各个方面。明确未解决的问题并评估风险,制定风险规避活动计划并评估为发布评估技术支援方面全面的准备就绪情况———技术文档是否可以满足批量要求，技术支援基础结构是否可操作，技术支援的同事是否经过安装支持和故障排除的培训,是否明确了要打的补丁及其优先级；有没有其它变通方法等。

Review all tech support aspects of the offering， identify open issues/problems and assess risks， develop risk mitigation action plans and assess   overall tech support readiness for launch - are technical documents available   in volume, is the tech support infrastructure operational, are tech support   staff trained in installation support and trouble-shooting， are fixes identified and prioritized， are work—arounds available etc。

制造准备评估

Assess Manufacturing Readiness

MNFPDT-60

审视所有的制造方面的输出。明确尚未解决的问题并评估风险,制定风险缓解行动计划.评估面向发布的总体制造准备完成程度---产品能否在不同的地点按照要求的质量批量生产，制造的基础架构能否运作（生产线设备、测试设备、工艺路线、操作指导、培训等）;制造工艺是否经过测试与验证;制造人员是否受过维护与解决生产线问题的培训等。

Review all manufacturing aspects of the offering， identify open issues/problems and assess risks， develop risk mitigation action plans and assess   overall manufacturing readiness for launch — can products be manufactured at   various locations in production volumes at the desired quality levels, is the   manufacturing infrastructure （line equipment， testing equipment, routings， operator instructions，   training, etc.） operational and stable, has the   manufacturing process been tested and verified， are   manufacturing staff trained in supporting, maintaining and trouble-shooting   manufacturing lines， etc。

采购准备评估

Assess Procurement Readiness

PROPDT-60

审视所有采购方面的输出.明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估面向发布的总体采购准备完成程度--—是否能通过不同的供应商采购到符合质量要求的供批量生产的零部件，采购系统是否是可操作的和稳定的以支持器件订购等.

Review all procurement aspects of the offering， identify open issues/problems and assess risks， develop risk mitigation action plans and assess   overall procurement readiness for launch — can parts be procured from various   suppliers in production volumes at the desired quality levels, is the   procurement system operational and stable for ordering parts, etc。

市场准备评估

Assess Marketing Readiness

MKTPDT-60

对产品包行销的各个方面进行审视，明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估面向发布的行销总体准备完成程度——-如行销材料是否齐备；销售培训材料是否齐备；定单环境（例如配置器等）是否可以稳定运行,是否策划安排了促销活动，销售人员与客户的激励是否到位，客户的迁移计划是否可行,早期支持程序是否可行等。

Review all marketing aspects of the offering,   identify open issues/problems and assess risks， develop   risk mitigation action plans and assess overall marketing readiness for   launch — are marketing materials ready, are sales training materials ready， is the ordering environment （configurator， etc。） operational and stable, are promotional events   identified and scheduled, are sales and customer incentives in place, are   customer transition plans valid， are   early support plans valid， etc.

需求可追溯性评估

Assess Requirements Traceability

SE-280

审视发布产品的文档;beta测试的结果；UCD审计报告;QA报告；将产品的特性/功能与产品的特定需求对比，保证合同中签订的所有的需求与特性已经满足，如果有例外或背离通知产品经理.

Review released product documentation,  beta test results， UCD audit reports, QA reports and trace offering   features/functions back to specified offering requirements； ensure that all requirements and specifications   contracted to have been fulfilled； notify   PDT Leader if there are any exceptions or deviations。

测试结果评审和准备评估

Review Testing Results and Assess Testing Readiness：

TE-90

审视所有的测试方面的交付,明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估面向发布的总体测试准备完成程度; 审视所有的测试报告与测试设备；审视制造验证测试结果；审视测试设备的安装与程序指导；审视建议的给在线测试人员的培训材料.

Review all testing aspects of the offering, identify   open issues/problems and assess risks, develop risk mitigation action plans   and assess overall testing readiness for launch — review all product and   quality test reports and test equipment; review manufacturing verification   test results; review test equipment set up and programming instructions； review training materials proposed training for   line testers， etc。

资料准备评估

Assess Documentation Readiness

TD—60

审视所有的文档方面的交付，明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估面向发布的总体测试准备完成程度；审视所有产品文档，在线帮助,检查准确度,变更及材料修正。

Review all technical documentation aspects of the   offering， identify open issues/problems and assess   risks， develop risk mitigation action plans and   assess overall documentation readiness for launch — review all product   documentation， online help files, check accuracy,   deviations, changes and corrective materials, etc.

订单履行准备评估

Assess Fulfillment Readiness

FF-60

审视所有的订单履行方面的输出。明确尚未解决的问题并评估风险，制定风险缓解行动计划。评估面向发布的总体订单履行方面的准备完成程度;如产品能否在各地合适地配置和订购;有没有合适的培训与帮助来支持订货问题；客户订单是否可以精确转化为制造订单；零部件的库存是否充足，可以满足预期的需求;运作机制是否可以满足发货。

Review all fulfillment aspects of the offering,   identify open issues/problems and assess risks， develop   risk mitigation action plans and assess overall fulfillment readiness for   launch — can offerings be configured and ordered properly from the field， is there proper training and help to support   ordering problems and deviations, can customer orders be converted accurately   into manufacturing orders, are part and component inventories adequate to   meet anticipated demand, are    mechanisms in place for customer delivery， etc。

ESP评估

ESP Assessment

ESP—37

审视已经进行的ESP的结果，明确尚未解决的问题。

Assess results of completed ESP activities and   identify open issues。

销售准备评估

Assess Sales Readiness

S-40

审视该产品包的与销售相关的各个方面，明确尚未解决的问题并评估风险,制定风险缓解行动计划。评估面向发布的总体销售准备完成程度；现场销售人员是否得到充分的培训来支持产品包销售； 销售人员是否了解产品的特性/功能/好处（benefit）；他们是否有事实和知识（Facts and knowledge）来在竞争中胜出;销售人员是否有智力资本（Intellectual   capital）来对RFP做出快速响应；是否有知识资产的装备保证对RFP迅速反馈;是否有销售人员进行配置、定价并提供客户快速报价的支撑机制.

Review all sales—related aspects of the offering， identify open issues/problems and assess risks,   develop risk mitigation action plans and assess overall sales readiness for   launch - are field sales staff adequately trained in the offering, are they   aware of the features/functions/benefits of the offering， do they have the facts and knowledge to overcome   competition， are they equipped with intellectual   capital to respond quickly to RFPs， are the   support systems in place for sales staff to configure, price and provide   rapid quotes to customers, etc.

准备可获得性决策评审材料

Prepare DCP Presentation Package

LPDT-120

FPDT-70

RDPDT—80

TSPDT-70

MNFPDT—70

PROPDT-70

MKTPDT—80

通过汇总各个重要的功能部门发布准备情况,整理DCP的信息包;评估风险与风险规避计划；评估可能的竞争对手的行动与已知竞争性产品;评估何时产品将可以大规模获得；何时销售渠道可以充分利用起来；何时制造部门可以进行大批量生产；提供并且总体评估发布的准备就绪情况并提出包括特定GA日期的发布建议；将DCP信息包分发给IPMT，并排定DCP日期.

Collaboratively develop the DCP package by combining   the respective functional launch readiness assessments; assess risks and risk   mitigation plans; assess likely competitor actions and known competitive   offerings, assess when the offering is likely to be generally available in   volume, when the channels are likely to be adequately loaded， when manufacturing is likely to be in volume   production， etc。 Provide   an overall assessment of launch readiness and develop recommendations for   launch including a specific general availability （GA) date; distribute the DCP package to the IPMT and   schedule the DCP meeting。

与IPMT充分沟通

Sufficient Communications with IPMT

LPDT-130

为了提高决策时效率和质量，要保证研委会/分委会委员在正式决策评审会前，对业务计划有充分的了解，PDT成员在正式决策评审会前与研委会/分委会委员进行充分沟通.建议程序如下：

To enhance efficiency   and quality of decision， make sure that R＆D and Marketing Management   Committee/Product Line Committee members know the business plan well enough。 PDT members should   communicate sufficiently with R＆D and Marketing Management   Committee/ Product Line Committee members before formal DCP. The following   are suggested procedures：

1、在决策评审材料提交给研委会/分委会成员后3到4天后与委员们进行沟通。

每次沟通都要有纪要,沟通的内容就是决策评审材料(业务计划和项目计划),沟通后如有必要在业务计划中修改的，在决策评审前修改完成。

2、沟通的问题汇总及答复意见在决策评审会议上要进行汇报。

1. Communicate with R&D and Marketing   Management Committee/ Product Line Committee three to four days after send   them DCP materials.

Meeting minutes should be logged for each   communication, the contents of communication is DCP materials ( business plan   and project plan)， any necessary changes to the business   plan should be completed prior to DCP。

2. Summary of communicated issues and   feedback should be reported at DCP meeting。

可获得性决策评审

Availability DCP
  IPMT-60

    IPMT评估准备就绪情况与建议；对于发布作出决策;IPMT将决策意见通知PDT。如果决策是“发布”，IPMT将计划成立生命周期管理团队（LMT）；IPMT将审视PDT是否按照合同约定的条件完成工作，并将主要PDT核心组的人员的评价反馈到功能部门；PDT核心组成员将被指挥去帮助转移与持续支持LMT逐步加快管理产品。通常部分PDT成员应构成LMT的一部分；大多数的PDT成员在项目结束之后将返回功能部门；如果IPMT结束这个项目，PDT核心组员签署项目取消通知，更新项目文档，数据库，立即解散团队并终止后续项目工作；IPMT反馈意见给项目成员。

IPMT reviews the readiness assessment and   recommendations， and makes a decision to launch the   offering。 The IPMT will send a notification to the   PDT with their decision。 If the decision is ’launch’， they will also schedule the formation of a Life   cycle Management Team （LMT）。 The   IPMT will review whether the PDT met the terms and conditions of the contract   and provide feedback to the functional managers regarding the performance of   the respective PDT Core Team members。 The PDT   Core Team will also be directed to provide transition assistance and   continuity of support while the LMT is coming up to speed on the offering； ideally， some   members of the PDT will be a part of the LMT. Most PDT members will return to   their functional organizations at the end of the project, i。e. GA.  If the   IPMT terminates the project, the PDT Core Team members sign the cancellation   letter; update the project files, database， disband   immediately and terminate further work on the project。 The IPMT provides feedback to team members.

项目经验教训总结

Project Lessons Learned

LPDT-132

      可获得性决策评审后PDT对概念阶段工作的成功经验和失败教训进行总结，并按照统一的模板和要求形成案例存储在统一的IT数据系统,并推动共享、查询和继承应用.

PDT conducts lessons learned after   Availability DCP on the success and failures in Plan Phase。 These information should be developed into cases   for study following the same template and be stored in the same IT DB and   improve its sharing, inquiry and inheritance application.

关闭项目数据库

Close Project Database

POP-39

1、关闭项目计划/合同（LPDT）；

1。 Close project   plan/contract (LPDT）；

2、关闭产品包（LPDT）；

2. Close offering （ LPDT);

3、关闭集成项目文件/模板（LPDT）；

3。 Close integrated   project documents/ templates (LPDT）；

4、RDPDT关闭共用硬件数据库（Aspect）

4。 RDPDT close common   hardware DB ( Aspect)

5、解散组织/技能/资源（LPDT）；

5.  Release organization/skills/resources (   LPDT）；

6、释放设施及场地(LPDT）;

6。 Release facilities and   space ( LPDT);

7、释放资金（FPDT)；

7. Release capital (   FPDT）;

8、确定关键文档,在哪里存放文档的软、硬拷贝

8。 Identify key documents   and where to store soft and hard copy of the documents