Course Background:
R&D is the core competitiveness of an enterprise's survival and development, and is an important part of the sustainable development of an enterprise. The second is the dual responsibility profit center, which adds a strong power source to the company; The third is the construction and operation of process-oriented organizations in order to better build people's capabilities on the organization and turn them into organizational capabilities. There are several common problems and dilemmas in R&D and operation of Chinese enterprises:
1.The demand is not accurately grasped, and the product often fails to effectively hit the customer's needs.
2.There are many new products, but the market cash rate is low, and the product planning is not really managed;
3.Homogeneous competition, most lack of core competitiveness, technology and product development are out of touch;
4.The product quality is not built into the design and development process, and the probability of product success is low;
5.There is no cross-departmental collaborative organization that truly supports the commercial success of the product, the process is fragmented, and there is a lack of clear responsibilities and rights.
6.There is no whole-process cost management, and there is a lack of end-to-end cost management system and organization.
This course aims to provide participants with an in-depth understanding of the theory and practice of R&D management in benchmarking enterprises, so that they can effectively respond to changing business challenges, do a good job in product development and implement innovative solutions.
Course Benefits:1Understand the core ideas and concepts of IPD, and comprehensively improve the cognition and systematic thinking of product R&D management.
2.Establish a customer-centric, pursuing cross-departmental heavyweight product development and operation management team to activate the organization.
3.Formulate a medium and long-term product roadmap plan based on market demand and the pursuit of building core competitiveness, and determine the goal and path. Find the right direction, grasp the product positioning, and do the right thing.
4.Master the process and key actions of product planning, step on the market and competition rhythm, output a business plan with sufficient data, complete content and consistent logic, so as to ensure that the product is aligned with the market and reap business success.
5.Learn the product development process, understand and master the key processes and review points, master the key points of R&D project management, and do things correctly.
Course duration: 2 days, 6 hours per day.
Course Target: CEOs, General Managers, Senior Managers, Vice Presidents of R&D, Chief Engineers, Technical Directors, Directors of R&D Management Departments, Product Managers, Marketing Managers, Marketing Managers, and other middle-level managers of enterprises.
Course method: knowledge point explanation + tool explanation + case sharing + group discussion + team co-creation + group drill PK + interactive Q&A
Course outline. Lecture 1: Understanding Huawei R&D and IPD
1. The development of Huawei's IPD.
R&D and innovation: the source of the core competitiveness of enterprises.
1.Huawei's R&D history and transformation.
2.Background of Huawei's introduction of IPD.
3.Huawei IPD Development and Transformation.
Discussion: What are the main problems in the management of our R&D management department?
Second, the six core points of IPD.
IPD: Integration of the industry's best product development models.
Concept: market-driven R&D.
1.Think of product development as an investment management.
2.Project-focused, cross-discipline management team.
3.Structured processes.
4.Pipeline management matches resources.
5.Business tiering and parallel development.
6.Public CBB modules improve efficiency.
Discussion: Why don't you find customers for the product, but make the product for the customer?
Summary: IPD is a set of systematic advanced and mature R&D management ideas, models and methods, which is the integration of ideas, business, methods and tools.
Lecture 2: Undertake strategy and insight needs, and do the right thing.
1. Product roadmap planning - operational milestones.
1.Strategic undertaking and landing of product roadmaps.
1) Undertake business strategy.
2) Driving the direction of product and technology investment.
3) The ability to build a roadmap for the "product portfolio" and form a complete solution.
Summary: The product roadmap undertakes the product strategy and drives the direction of product development.
2.The overall structure of the product signpost planning.
1）why？Why do it, market analysis, goals.
2）what？Market segments and solutions, opportunity points.
3）how？Innovative business design, product portfolio, etc.
Case in point: Product design at Dell.
3.The three elements of a good road signpost.
1) A clear value proposition.
2) Market customer orientation and solve customer pain points.
3) Executable landing.
Case: Huawei mobile phone, HarmonyOS operating system, twin feed.
Discussion + Walkthrough: Combined with the company's products, give your road sign design.
2. Demand management - insight into customer pain points.
1.Problems with the management of industry needs.
Case in point: The story of selling t-shirts.
2.Developments in requirements management.
3.Requirements management process.
4.Four key actions for requirements management.
Key Action One: Collect.
Go to the front line to collect and construct a routine demand collection mechanism.
Case study: Huawei's outdoor integrated base station.
Key action two: analysis.
Tools: $appeals feature analysis.
Case: ** machine.
Key Action Three: Distribution.
Planning version, research version, and road sign planning version.
Key Action 4: Verification.
The whole process verification exists in every link.
5.The role and organization of requirements management.
1) Organization of requirements management.
2) Requirements decision-making team RMT and requirements analysis team RAT
Discussion + Walkthrough: How to Conduct Requirements Gathering? What is our requirements gathering like? Please give us a plan for improvement.
3. Product planning - do the right thing.
1.Product planning anatomy of industry benchmark enterprises.
1) Common problems of enterprise product planning: short-term work in order development, technical orientation and market incompatibility, serious homogenization, lack of competitiveness, low efficiency of not hitting the bull's-eye, etc.
2) Development of Huawei's product planning: product planning, > business planning, and > strategic planning
3) Characteristics of product planning: undertake business strategy, build a competitive product portfolio, and efficiently guide the R&D department to carry out product development.
2.The organization and role of charter development.
1) CDT team with key roles.
2) Relationship with the PDT team.
3) Relationship with the IPMT team.
3.The process of charter development.
1) Market assessment.
2) Needs analysis.
3) Specification definition.
4) Execute the strategy.
4.Key Takeaways for High-Quality Charter Development.
1) Customer interaction.
2) Competitive analysis.
3) Thematic seminars.
4) Process node review.
Summary: Only a deep insight into customer pain points and a plan for differentiated solutions are good plans.
Examples: Huawei mobile phones, solar inverters.
Discussion + Exercise: Please plan a product based on the company's situation.
Lecture 3: Redefining the organization and processes to do things right (doing the right thing right).
1. Heavyweight team, redefine R&D organization.
1.Comparison of the characteristics of functional organizations and matrix organizations.
2.The core positioning and responsibilities of the PDT manager.
1) The person responsible for the success of the product market.
2) Builder of heavyweight teams across functional areas.
3) The person responsible for the improvement of the IPD process.
3.The core members of the PDT team and the division of labor.
1) Representative responsibilities such as development, system SE, marketing, production, procurement, etc.
2) The difference between a PDT manager and a functional manager.
Main construction of the services: Functional ministers are responsible for organizational capacity building.
The main battle of the military region: cooperate with the PDT manager to complete the project delivery.
4.Key activities of the PDT manager.
1) Internal: business management, project delivery.
2) External focus: help customers realize value.
5.Relationship between the PDT team and the IPMT team.
Discussion + Walkthrough: Based on the PDT Manager Competency Model, talk about how to cultivate the company's PDT managers? Assemble a PDT team.
Second, product development, do things correctly.
1.Product development process.
1) Product development process framework: concept-plan-development-validation-release-lifecycle management.
2) The main process of each stage: product requirements and concepts - overall plan - prototype - small batch verification - release.
3) Technical review points and decision-making review points: business decision review is the means (DCP point) of the management team (IPMT) to manage product investment; Technical decision review refers to the technical review of quality issues (TR point) in the product development process
2.Technology development process.
1) Technical system business process framework: TPP-TCDP-TPD
2) Technical planning process: start-up - environmental and value analysis - development of technical strategy and roadmap - integration and optimization - execution.
3) Technical project approval process: value analysis - requirement definition - implementation strategy - charter handover.
Case: Technology Innovation Case: Huawei's wireless distributed base station and singleran base station.
4) Technology development process and key points at each stage: concept (project requirements) - planning (system-level specifications and key technical solution design) - development (complete initial technology development, testing and verification) - migration (technology migration to the product line R&D department).
Summary: From the perspective of business realization, IPD is from the point of opportunity to commercial realization.
Think: Why should technology development and product development be separated?
3.R&D project management.
1) Manage the goals and scope.
Walkthrough: Project opening meeting and precautions.
2) Manage the project plan.
3) Manage budgets and costs.
4) Project communication and risk management.
Walkthrough: Preparation of project risk control table.
4.R&D management IPD reform and introduction.
1) The essence of IPD change is to change perceptions and cognitions.
2) Huawei's IPD transformation is a three-step process.
3) Huawei's key successful experience in IPD transformation.
Discussion + Walkthrough: Why should there be two sets of review mechanisms for product development, and what are the key points? How to set up a R&D team for operation and management?
Pondering: How to introduce the IPD system? What do you need to do to get started? Talk about your thoughts.
Instructor Assistant Bingbing: 19906518391