（必读）华为产品开发流程框架V2课件.ppt

1、06.April 2006HUAWEI TECHNOLOGIES Co.,LHUAWEI Confidential Security Level:华为产品开发质量体系框架华为产品开发质量体系框架无线质量管理部无线质量管理部2006-1-6HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 1华为华为E2E产品开发流程产品开发流程IPD ProcessRoadmap Business PlanConceptPlanDevelopQualifyLaunchLife Cycle CharterMarket AssessmentSegmentati

2、onOpportunityDevelop Biz PlanProduct Line LevelProduct LevelHW Biz StrategyHW Historical DataTechnologyCustomer Wants&NeedsOffering RequirementsEmerging Product RequirementsMM ProcessOther events triggering PCRs Requirements Management(Process&Tools)Key Inter-process Handover PointsAlign Biz PlanMan

3、age Biz Plan,Assess PerformancePortfolio ManagementOF 1OF1.1OF 2OF3.0Do right things!Do things right!E2E:End to End MM:Market ManagementIPD:Integrated Product Development PCR:Project Change Request Biz:BusinessLong Term RequirementsOR ProcessHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 2OR 流

4、程流程ValidationVerify ReqtsImplementTrace ReqtsManage Change ControlInclude Reqts inBusiness Plan/RoadmapCharterPCRImplement Reqts asNew ProductsNew Product Versions/ReleasesCurrent ProductCollectCollect High-value Reqts fromExternal SourcesInternal SourcesIdentify External SourcesCustomersIndustry An

5、alystsCompetitorsTrade ShowsJournalsIdentify Internal SourcesPDTGTTTSPre-ResearchM&SR&DAnalyzeScreen ReqtsInterpretCleanseVerifyAnalyze ReqtsCategorizePrioritizeJustifyAllocateMarket ManagementPL Roadmap PlanningPDT Version PlanningPDT PCR AnalysisDistributeDecisionPDT:Product Development Team GTT:G

6、eneral Technical Team TS:Technical Support PL:Product Line M&S:Marketing and Sales R&D:Research and Development Reqts:RequirementsHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 3MM流程流程UnderstandMarketplace MarketSegmentationPortfolio AnalysisDevelop Business Strategies&PlansAlign&Optimize Busi

7、ness PlansManage Business Plan and Assess PerformanceMarket InformationCustomer FeedbackCompetitor Information Technology TrendsProduct PortfolioUnderstand the Marketplaceand Perform Market SegmentationDrive analysis of marketplaceInternalizes customer wants and needs;customer buying behaviorDetermi

8、ne potential targets of opportunityEstablishes segmentation standards/frameworkManage the Business Plan and Assess PerformanceEnsure effective/efficient execution of the business planDrive management systemAssess performance against planMake changes to the business plan,if requiredPerform Portfolio

9、AnalysisDirect competitive analysisSelect/prioritize investment opportunitiesReview strategic positioningReview financial analysisReview Gap AnalysisDevelop Business Strategies&PlansTarget market/opportunities selectionCreate the business plan by driving multifunctional/multi-discipline inputDevelop

10、 the value propositionAlign&Optimize BusinessPlans Across Business UnitsEnsure business plan is aligned with other unitsCommit the business planHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 4IPD流程：什么是流程：什么是IPD？“集成产品开发”，英文“Integrated Product Development”的缩写。IPD是什么？IPD强调市场导向和投资驱动。HUAWEI TECHNOL

11、OGIES Co.,Ltd.HUAWEI Confidential Page 5IPD框架介绍框架介绍IPD的精髓是IPD框架，包括七个方面的内容。HardwareSoftwareHW ElementsSW ElementsSubsystem 1Subsystem NPlatformsApplicationsTechnologySubsystemsPlatformsIntegrated Offerings策略结构Market最好开发模式最好开发模式 异步层异步层+-+方案的竞争位置市场划分的吸引力+优化投资优化投资组合分析组合分析快速开发和导入的衡快速开发和导入的衡量标准量标准获利时间获利时间

12、12 Mo12 MoDefnDefnGAGA结构化流程结构化流程项目项目&管道管理管道管理资源平衡资源平衡共享开发/通用零件客户客户$APPEALS$APPEALS-价格可获得性包装性能易用保证书生命拥有成本社会接受程度成功的产品成功的产品Cash Flow(-)Cash Flow(+)Innovation Cycle TimeInnovation Cycle TimeTime to MarketTime to MarketTimeTimeTime to Time to ProfitProfitToToTbTbTrTrTsTs125%100%85%ProjectProjectLoadingLo

13、adingFunctionalFunctionalExcellenceExcellenceWedgeWedgeOver-Over-CommitmentCommitmentAdditionalAdditionalHeadcountHeadcountRequiredRequiredBest-in-ClassBest-in-ClassOne DivisionsOne DivisionsProject LoadingProject Loading%of Direct%of DirectDevelopmentDevelopmentLoadingLoading跨部门的团队跨部门的团队*客户需求分析 优化投

14、资组合 异步开发模式 跨功能部门团队 结构化流程 项目管理和管道管理 衡量标准IPD的核心是流程重整和产品重整两个方面，流程重整关注于重整产品开发流程，产品重整关注于异步开发和共用基础模块的重用。HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 6IPD基本团队基本团队 主要使命主要使命主要职责主要职责主要成员主要成员投资评审委员会（IRB）实现长期战略整体投资回报的最大化。管理整体战略与跨产品线的产品和技术投资。主任(公司GM)，产品线、中央研究部、公司Marketing、公司运作及质量管理部、销售、采购、制造、技术支援和财务等部门的主

15、要代表。集成组合管理团队 （IPMT）实现产品线的业务组合，使投资回报最大化。管理并使本产品线的产品组合合理化，批准产品线内的投资，执行所选细分市场的策略。主任，产品线研发、产品线Marketing、产品线产品行销、产品线运作管理、采购、制造、技术支援和财务等部门的主要代表。产品开发团队（PDT）根据最新的市场需求，将产品包推向市场。管理向市场的交付，执行与IPMT签定的合同。PDT经理、市场代表、开发代表、财务代表、采购代表、技术支援代表、制造代表、PQA、POP。三者之间的汇报关系：PDT向IPMT汇报，并从IPMT获得指导与支持；IPMT主任对其IPMT成员进行管理并用PBC的方式考核；

16、各产品线IPMT直接向IRB汇报，并从IRB获得指导与支持，IRB管理并用PBC的方式考核IPMT。HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 7跨部门功能团队跨部门功能团队产品开发团队产品开发团队PDTPDT软件团队市场代表MKTPDT开发代表RDPDT财务代表FPDTPQA技术支持代表TSPDT采购代表PROPDT硬件EE销售S制造操作专员MOPS高级制造工程师AME 试制工程师PPPDT经理LPDT 定单履行专员FF制造代表MNFPDT结构ME早期客户支持ESP软件SWE定价收益安装TSS服务TSS采购专员PRO 测试TE资料

17、TD工业设计IDE/UCD核算预算市场行销计划专员MKTE软件团队市场代表MKTPDT开发代表RDPDT财务代表FPDT质量代表PQA技术支持代表TSPDT采购代表PROPDT硬件EE销售S制造操作专员MOPS高级制造工程师AME 试制工程师PPLPDTPOP定单履行专员FF制造代表MNFPDT结构ME早期客户支持ESP软件SWE定价收益安装TSS服务TSS采 购专员PRO 测试TE资料TD工业设计IDE/UCD核算预算市场行销计划专员MKTE 硬SE各领域QA，包括SQA，HQA，TQA等合作HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Pa

18、ge 8IPD的结构化流程的结构化流程整个IPD流程中，有七个技术评审点，四个决策评审点，一个发布点，一个GA点。DCP：Decision Check Point TR：Technical Review 概念计划开发发布验证生命周期概念决策评审点CDCP生命周期结束决策评审GAGATR1TR2TR3TR4TR4ATR5TR6LaunchLaunch计划决策评审点PDCP可获得性决策评审点ADCPHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 9决策评审点决策评审点DCPDCP时间时间主要交付件主要交付件结果结果CHARTER启动一个新项

19、目（R或V版本）项目任务书和背景材料继续/终止/重新调整方向 提供到概念DCP的资金CDCP概念阶段结束初步产品建议书（IPP）继续/终止/重新调整方向 提供到计划DCP的资金PDCP计划阶段结束最终产品建议书（FPP）和签署的合同继续/终止/重新调整方向 提供到可获得性DCP的资金ADCP发布阶段开始之前进入市场、服务和发布计划继续/终止/重新调整方向提供直到发布阶段的资金生命周期终止在生命周期阶段产品退出计划、行销、生产、服务和支持继续/终止/重新调整方向 批准产品退出市场决策评审是业务评审，更关注产品的市场定位及盈利情况。决策评审点有一致的衡量标准，只有完成了规定的工作才能够由一个决策点

20、进入下一个决策点。HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 10技术评审点技术评审点技术评审点技术评审点时间时间关注重点关注重点TR1概念阶段CDCP前 重点关注产品包需求的完备性以及选择的产品概念是否满足产品包需求。TR2计划阶段 重点关注产品设计需求到产品设计规格的完备性。TR3计划阶段 确保设计规格已经完全、正确地在概要设计中得到体现。TR4开发阶段保证Building Block用于系统级构建之前是完整的。TR4A开发阶段SDV完成后 重点关注功能需求，评估原型机的成熟度，保证供应和制造能力足以支撑初始产品生产活动。TR5

21、开发阶段SIT结束后 重点关注性能需求，检查初始产品的规格是否符合要求，造过程是否影响产品的功能、可靠性和性能规格，判断版本是否适合启动Beta测试。TR6验证阶段重点关注产品的制造能力，确保制造能力已经能适应全球范围内发货的需求。TR是技术评审，检查IPD实施到一定阶段以后产品的技术成熟度，发现遗留的技术问题，评估存在的技术风险，给出技术上的操作建议。HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 11IPD-CMMI 流程架构流程架构ConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1

22、TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTER(ESS)CMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 12IPD-CMMI质量体系结构质量体系结构Quality PolicyQuality ManualOrganiza-tional Man

23、ualProceduresFormTemplateChecklistGuidelineStandardHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 13IPD-CMMI文件组织文件组织IPD-CMMIIPD-RDMIPD-SEIPD-PTMIPD-CMMIPD-HCMMIPD-INFOCOMMONSEMSEDProcedureGuidelineTemplateFormChecklistPracticeReviewQAMQSMIPD-PMM。各子流程共用，各子流程共用，内容陆续扩充以内容陆续扩充以提高流程的一致提高流程的一致性和简洁性性

24、和简洁性HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 14IPD-RDMConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECH

25、NOLOGIES Co.,Ltd.HUAWEI Confidential Page 15RDM对对IPD的支撑的支撑IPDIPD-RDM制定研发计划开始研发监控BBIT研发管理规程估计计划优化的产品包开发主计划WBS Checklist风险分析工具表单RDPDT活动清单研发管理规程之研发监控进度跟踪依赖跟踪研发风险管理利益相关人参与资源，培训监控研发状态报告研发例会研发度量规程研发度量指导书研发度量表工作日志TeamRoom工具构建模块集成与测试规程Build划分表单BBIT执行准入检查单BBIT测试综合表Build 版本描述文件支撑支撑支撑HUAWEI TECHNOLOGIES Co.,Lt

26、d.HUAWEI Confidential Page 16PDT研发外围组组织结构研发外围组组织结构SE软件开发组组长硬件开发组组长逻辑开发组组长结构开发组组长IDS测试经理BBIT组组长开发支持组组长PDT/TDT经理其它功能领域代表SE扩展组软件开发组硬件开发组逻辑开发组结构开发组 资料扩展组测试组BBIT组开发支持组RDPDT配置经理HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 17IPD-SEConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4

27、TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 18IPD-SE总体架构总体架构Technical Management LayerTechnical ManagementProduct Config.ManagementProdu

28、ct Reqt.ManagementSystem Design Engineering LayerSupportLayerRequirement AnalysisFunction AnalysisDesign SynthesisSystem AnalysisSE Design FlowTPM ManagementInterface ManagementHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 19IPD-CMMConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR

29、3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 20IPD-CMM项目开发过程项目开发过程UT:Unit Test IT:Integrated Test ST:System TestSTP:System Test Pl

30、an HLD:High Level Design ITP:Integrated Test PlanLLD:Low Level Design UTP:Unit Test Plan SRS:SW Requirement SpecificationHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 21IPD-HCMM ConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCM

31、RDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 22IPD-HCMM(硬件硬件)项目开发过程项目开发过程ASIC/Circuit CBB/Board&component FMEA/Signal integrity analysis System design&specificationBoard requirement an

32、alysisBoard debug&test BBITHigh level designLow level designPCB layoutDesign manufacturing process,design test equipment for manufacturingManufacturing engineerOrder prototype&initial partsProcurement engineerDesign test equipment for testTest engineerHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential

33、Page 23IPD-HCMM(逻辑逻辑)项目开发过程项目开发过程Project PlanKick-OffmeetingLRSLRSSTPSTPHLDHLDITPITPLLDLLDUTPUTPCodingCodingUTUTSTSTITITReleaseSupportUT:Unit Test IT:Integrated Test ST:System TestSTP:System Test Plan HLD:High Level Design ITP:Integrated Test PlanLLD:Low Level Design UTP:Unit Test Plan LRS:Logic Req

34、uirement SpecificationHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 24IPD-InfoConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-

35、CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 25资料流程与软硬件流程的关系资料流程与软硬件流程的关系IPD TRIPD-CMMSRS HLD LLDCodingUTITSTSDVTR3TR4TR2IPD-HCMM(硬件)总体设计详细设计PCB设计硬件调试和单元测试IPD-InfoRequirementAnalysisPlanDesignDevelopmentTR4ATR5TR6(Including Information Product Test)SVTBeta(Including Information Produ

36、ct Verification)项目计划PlanTranslationHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 26IPD-PTMConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PT

37、MBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 27IPD-PTM测试生命周期测试生命周期从时间顺序上来看，从时间顺序上来看，IPD-PTMIPD-PTM流程所定义的测试生命周期分为七个阶段流程所定义的测试生命周期分为七个阶段:概念阶段概念阶段计划阶段计划阶段开发阶段开发阶段验证阶段验证阶段 发布阶段发布阶段CDCPPDCPADCPGATR2TR3TR5TR4ATR4TR6TR1CHAR测试需求分析与计划测试方案设计测试用例设计SDVSITSVT&Beta产品测试关闭HUAWEI TECHNOLO

38、GIES Co.,Ltd.HUAWEI Confidential Page 28IPD-PMM ConceptPlanDevelopmentLaunchQualifyLifecycleTR1TR1TR2TR2TR3TR3TR4TR4TR4ATR4ATR5TR5TR6TR6GAGACHARTERCHARTERCMMPRMPCMRDMSEDReview/QA/QSMSEMPMMManagementManagementEngineeringEngineeringSupportSupportHCMM PTMBBITIPDIPD-CMMIINFOHUAWEI TECHNOLOGIES Co.,Ltd.H

39、UAWEI Confidential Page 29PMM流程体系的特点流程体系的特点n PMM是一组流程的集合 PMM流程并不是一个传统意义上的“针对特定任务的按步骤实施的单个流程”，而是针对研发维护领域的多种任务的规范体系，其中部分任务可能是相对独立的。n PMM主要给出了维护阶段特征活动的协调关系和流程裁剪指导/流程调用关系索引。PMM在微观操作层面，并不是全新的流程。其中涉及的很多具体微流程，是引用或借鉴开发阶段相关流程的。对于一些在操作层面的可以调用开发阶段微流程的活动，PMM只给出了参考或调用的建议，而不再重复描述这些流程。n PMM主要关注的是版本层面 关注已发布的R版本及其衍生

40、优化的小版本。给出各种研发活动的综合协调关系指导，而不是强调一个小项目级的开发过程（这些过程是调用CMM/HCMM流程的）；HUAWEI TECHNOLOGIES Co.,Ltd.HUAWEI Confidential Page 30华为华为CMM历程历程Implement CMM Level 4 practice in all R&D DivisionCMM deploy in all R&D DivisionStart to Implement CMM Level 2 Practices Huawei India CMM4Initiation CMM InvestigationIPD-CM

41、M1.019981999200020012002200320042005IPD-CMM1.1IPD-CMM2.0IPD-CMM3.0Implement CMM Level 5 practice in all R&D Division;Develop IPD-CMMI quality systemContinue to implement CMM Level 5 practice;Transfer to deploy CMMIIPD-CMMI1.0 Huawei India CMM5 Huawei Beijing CMM4 Huawei Nanjing CMM4 Huawei SSD CMM4 Huawei CSD CMM5 Huawei Shanghai CMM5 Huawei Nanjing CMM506.April 2006HUAWEI TECHNOLOGIES Co.,LHUAWEI Confidential Security Level:Thank Y