1、 IO DIntegratedOfferingDeliveryLenovoIntegrated Offering Delivery Process EducationSection: Offering Portfolio Planning (OPP)October 13, 2007Author: Jay Johnson (Jayjus.L) Notebook Portfolio ManagerIO DIntegratedOfferingDeliveryPage 2Placeholder - presentation title | Date - 1 December, 2006Introduc

2、tion This is a Lenovo wide process document (for world wide products) This example is specific to the notebook business unit. Each business unit should adhere to this process (default) or provide: A small attachment describing the differences in process An alternate process (approved by IOD manageme

3、nt) In general, the flow of information flows in this order: Corporate Strategy Lenovo Budget Cycle Integrated offering delivery (IOD) process Offering Portfolio Planning MRD process Checkpoint processSection: OPPIO DIntegratedOfferingDeliveryPage 3Placeholder - presentation title | Date - 1 Decembe

4、r, 2006 Lenovo WW Business Unit Portfolio Development & Implementation HighlightsCandidate ProjectsProduct Marketing Marketing Requirements Document (MRD)Past StrategiesMarket Information Customer InformationTechnology Trends Current Product Portfolio CHQStrategyCorporate MarketingStrategyConcep

5、tPlanDevelop QualifyLaunch Life CycleProfitSatisfiedCustomersOfferingsOffering Delivery TeamsCorporate Marketing- Launch-Channel EnablementStrategy & Business Portfolio Management CHQ StrategyIntegrated Offering Delivery Process (IOD) Business UnitsBU Leadership CouncilOffering Portfolio Plannin

6、g (OPP)Translate strategyto portfolioStrategy Cycle: -Sep - Dec-3-5yr strategic objectives established-Next yr Budget Commitments approvedProduct Marketing (4P)Manage Business Plan and Assess Performance Align & Optimize Business Plans Across BUPerform PortfolioAnalysisWhere should we play.How s

7、hould we play.High Level Segments. Customer Wants & Needs.Budget Deployment: -Jan - Mar-Actions developed to deliver on budget Commitments-Budgets deployed by Geographies / CHQ- Evaluate inputs & identify gaps - Investment strategy- Prioritize requests - Proposal to PIDT OpsFor New ProgramsL

8、enovo Budget CycleDefine Market SegmentationBusiness Strategy Assess MarketplaceIOD Checkpoint PhasesConceptExit DCPPlan Exit DCPAnnounce DCPEOM DCPEOS DCPConcept KickoffDCPKEY: EOM = End of Marketing EOS = End of ServiceOps = OperationsSection: OPPIO DIntegratedOfferingDeliveryPage 4Placeholder - p

9、resentation title | Date - 1 December, 2006Management System OverviewPIDTOPPLaunch ExitPlan Exit(6-8mo)Concept Kickoff(12-15mo)Pre-concept(24-36mo) Manage Roadmaps Prioritize projects Define new conceptsRecommendApproveODTs Define project detail Scope/Schedule/Cost Manage offering to Launch ExitReco

10、mmendApproveStatusNPISIOD Significant Issues Significant ProjectsInvolvement: HighInvolvement: LowSection: OPPIO DIntegratedOfferingDeliveryPage 5Placeholder - presentation title | Date - 1 December, 2006OPP Membership Portfolio Manager (Chair) VP of Offerings VP of Product development VP of Marketi

11、ng Notebook Controller Manager of planning / project management Manager of Global supply chain Manager of procurement Manager of service and support Manager of research and technologySection: OPPIO DIntegratedOfferingDeliveryPage 6Placeholder - presentation title | Date - 1 December, 2006Think, Plan

12、, then Do. OPP: Bringing the best set of products to market.Section: OPPIO DIntegratedOfferingDeliveryPage 7Placeholder - presentation title | Date - 1 December, 2006Portfolio Life Cycle - ProcessThinkPlanThen DoPIDTConcept and project approvalAssigns resource (new ODT) if requiredNPISPlanningDocume

13、nts changes to roadmap and key datesFinanceDocuments changes to budgetsODTsExecute to roadmapFeedback, Issues,ChangesBefore Project plan exitAfter Project plan exit Model ConfigsSOVP movesMinor DE impactMinor Function changesCompany StrategyDirection / BudgetsProduct Marketing and PlanningEvaluate a

14、ll inputs and identify gapsLenovo CustomersIdeas / RequirementsCompetitorsRequirements / opportunityCOE / GeoRequirementsTechnology RoadmapCapabilities / PossibilitiesResearch ProjectsPossibilities / Long term outlookPortfolio ManagerCreate investment strategyPrioritize all requests. Recommend propo

15、sal to PIDT(Team)Portfolio ManagementOPPSection: OPPIO DIntegratedOfferingDeliveryPage 8Placeholder - presentation title | Date - 1 December, 2006Strategy TeamOPP (Offering Portfolio Plan mtg)ODTs Inputs: Corporate strategys & business models Technology intercepts Building Blocks TVTs Emerging t

16、echnology Market intelligence Competitors Opportunity New opportunity concepts From anywhere.Process Weekly OPP meeting Portfolio reviews (2-4x/yr) Competitive position Financial compare to plan Recommendations Regularly evaluate inputs Build recommended consensus or understand issues (funding/ reso

17、urce/ etc.), Recommend to PIDTOutputs Winter plan guidance to Geographies Financial guidance Product roadmaps Documented Portfolio Roadmaps with on-going updates:Product releasesKey datesFunding requirements Documented change control / PRG process inputSection: OPPIO DIntegratedOfferingDeliveryPage

18、9Placeholder - presentation title | Date - 1 December, 2006What is the Plan of record? Base is set in “Annual budget cycle” process It is a method of effectively communicating to a very wide audience (100s of people) Updated each month with key changes and reasons identified! Changes must be approve

19、d in NPIS or PIDT Changes include dates, funding, or content changes Typically, Portfolio Manager (or product planner) will request changes to projects that have not gone through concept kickoff. Typically, ODT marketing person will request changes after Concept Kickoff Roadmap 24 Months (on databas

20、e)Lead planner coordinates planner/project manager input Key Dates 24 Months (see database)Lead planner coordinates planner/project manager input Funding separate file (restricted access)Finance DE controller coordinates input from developmentSection: OPPIO DIntegratedOfferingDeliveryPage 10Placehol

21、der - presentation title | Date - 1 December, 2006Portfolio Life Cycle - ProcessThinkPlanCompany StrategyDirection / BudgetsProduct Marketing and PlanningEvaluate all inputs and identify gapsLenovo CustomersIdeas / RequirementsCompetitorsRequirements / opportunityCOE / GeoRequirementsTechnology Road

22、mapCapabilities / PossibilitiesResearch ProjectsPossibilities / Long term outlookPortfolio ManagerCreate investment strategyPrioritize all requests. Recommend proposal to PIDT(Team)Portfolio ManagementOPPPortfolio PrioritizationSection: OPPIO DIntegratedOfferingDeliveryPage 11Placeholder - presentat

23、ion title | Date - 1 December, 2006Definitions: Risk vs Return & Project typesNear term portfolio contribution $Lower riskLow risk, High profit $Low risk, Low profit $Large, established, and ProfitableHigh risk, Low profit $Existing untappedEstablished Mkt Market shrinking Competition growing Co

24、st cuttingImage BuildingExperimentationHigh risk, High profit $Higher riskADCBSection: OPPIO DIntegratedOfferingDeliveryPage 12Placeholder - presentation title | Date - 1 December, 2006Investment DirectionMaintainDivest / under fundInvest / over fund for image or growthCorporate direction/ fundingSe

25、ction: OPPIO DIntegratedOfferingDeliveryPage 13Placeholder - presentation title | Date - 1 December, 2006More MobileLess MobileLess FunctionalMore functionalMini0%Slate2%Ultra- Portable10%Cvrtbl3%Thin & Light Leadership20%Thin & Light Value55%Mobile WS 5%50% GR40% GR15% GR30% GR5% GR15% GRTr

26、ansportable 4%20% GR33% GRIncreased 08 investment is in order Investment industry share Investment ModelConcept Kickoff DCPConcept Exit DCP (PIDT decisions)Key Activities:Form ODTAnalysis MRD (COE/Geo request)High level designHigh level building block design or selectionInitial Sourcing Plan1) Stabi

27、lize Offering DefinitionFundamental Questions:Are WW customer requirements identified (MRD)?Is Offering Definition technically feasible?Are long lead time building blocks identified?Is Cost target defined and meets model?Are target dates in place for Phase exits, Announce Date, and General Availabil

28、ity (GA) Date?1) Do geographies agree?CONCEPT PHASE: Agree to a stable Offering DefinitionSection: Concept Through LifecycleEnd of ServiceEnd of MarketingEnd of Production142365ConceptPlan (commit)DevelopQualifyLaunchLife Cycle EOLNot to scaleMarketingProductionService & SupportConcept Kickoff D

29、CPConcept Exit DCPIO DIntegratedOfferingDeliveryPage 32Placeholder - presentation title | Date - 1 December, 2006Success:Acceptable riskGeo ContractParts lead times support scheduleDevelopment leadtime supports scheduleBusiness Case = ModelPlan Exit DCP (ODT commitment to PIDT; before significant fu

30、nds spent (PIDT decision)Key Activities: Generate & commit all functional plans and resources to support committed scheduleW/W Profit & Loss (P&L)Select Green, Grey, Red partsOrdering Long Lead Time (LLT) Parts if necessary (exception process)Building Block Functional Verification (BBFV

31、/ BFV)Geo Contract (GA, Cost, 8 week ramp)1) Execution Plan Review (EPR)Fundamental Questions:Do commitments satisfy geography requirements?Scope, Schedule, & CostDo financial returns meet or exceed objectives?Volumes, Revenue, and ProfitIs design stable and achievable?Is product manufacturable?

32、1) Is GA date attainable? PLAN PHASE: Commit Scope, Schedule, and CostSection: Concept Through LifecycleEnd of ServiceEnd of MarketingEnd of Production14235ConceptPlan (commit)DevelopQualifyLaunchEOLNot to scaleMarketingProductionService & Support6Life Cycle Plan Exit DCPIO DIntegratedOfferingDe

33、liveryPage 33Placeholder - presentation title | Date - 1 December, 2006Success:SIT Exit criteria metGolden preloadMDRR passed1) Initial RFA DistributedKey Activities:BBFV/BFV, FVT, SDV, SIT, EELP TestingUpdate & Implement Go to Market PlanFirst & Final Call to Geo for configuration updates (

34、PCR control)Supply Chain Readiness Review (SCRR)1)ECs complete, parts on order and available as neededFundamental Questions:Is Design Complete (prior to SIT)Are commitments realized?Test results, build volumes, parts on order, & financial commitmentsDoes MDRR support a successful launch?1) Devel

35、opment complete & manufacturing supports launch DEVELOP PHASE: Development Testing, Supply/Demand Readiness,Other Readiness Section: Concept Through LifecycleEnd of ServiceEnd of MarketingEnd of Production14235ConceptPlan (commit)DevelopQualifyLaunchEOLNot to scaleMarketingProductionService &

36、; Support6Life Cycle IO DIntegratedOfferingDeliveryPage 34Placeholder - presentation title | Date - 1 December, 2006Success:SVT exit criteria metProduct SupportShip SupportQuality Objectives metAnnounce DCP (fulfill volume commitments) - Announce RFA & weekly Quad project status Key Activities:

37、Complete Launch preparation activities:Final pricing, advertising readiness, press release, early disclosures, early order windowSVT build and test Start of Volume Production Build / Begin Smart RampFundamental Questions:Does project meet Plan DCP commitments with PCR adjustments?Is mfg process and

38、design integrity verified?Has final pricing been reviewed and pricing letter released?Are Train the Trainers (T3s) complete (product support education)?Are disclosures complete?Are early order windows open?1) Are FRUs in stock?QUALIFY PHASE: Manufacturing Readiness & Launch PreparationSection: C

39、oncept Through LifecycleEnd of ServiceEnd of MarketingEnd of Production14235ConceptPlan (commit)DevelopQualifyLaunchEOLNot to scaleMarketingProductionService & Support6Life Cycle Announce DCPIO DIntegratedOfferingDeliveryPage 35Placeholder - presentation title | Date - 1 December, 2006Success:An

40、nounce (if not already)Smart Generally Availability (GA)Continuity of supplyHigh qualitySuccessful Product Transition1) ODT issues resolved prior to Launch ExitKey Activities: Complete Smart Ramp Channel FillShip Demos and Early Ships1) Open Sales Order Window at GAFundamental Questions:Has final RF

41、A been distributed?Are GA Volumes built with high quality?Does parts supply match orders & projected demand (continuity of supply)?Have marketing deliverables been shipped?1) Are all ODT issues resolved by SOVP + 8 weeks?LAUNCH PHASE: Manufacture Customer Shippable Builds Section: Concept Throug

42、h LifecycleEnd of ServiceEnd of MarketingEnd of Production14235ConceptPlan (commit)DevelopQualifyLaunchEOLNot to scaleMarketingProductionService & Support6Life Cycle IO DIntegratedOfferingDeliveryPage 36Placeholder - presentation title | Date - 1 December, 2006Section: Concept Through LifecycleI

43、NTEGRATED OFFERING DELIVERY (IOD) MANAGEMENTDISCRIPTION OF OFFERINGDEVELOPMENT EXPENSEOFFERINGAPPROVERTIME TO COMMITTIME TO MARKET AFTER COMMITNoAddedAddedNew Platform Always separate Concept and Plan Phase New mechanical (industrial design), motherboard, & software preload + other componentsXPI

44、DT12-14 weeks5-9 monthsMajor Refresh After GA of Platform Generally separate Concept and Plan Phase (guidance is separate) New motherboard Substantial change like new processor family or chip set family Minor mechanical changesXPIDT10-12 weeks5 monthsMinor Refresh After GA of Platform Usually combin

45、ed Concept and Plan Phase New hardware components or building blocks Non-recurring expense (usually paid to another company for development and/or manufacturing)XIOD (PIDT minus GM)3-4 weeks8 weeks minimum (depends on building block qualification cycle)Plan Change Request (PCR) After Plan Exit &

46、 before or after GA of Platform New Software New components source (2nd source) New building block (typically no more than 1)XNPIS (PIDT or delegates)2 week minimum4 weeks minimum (depends on building block qualification cycle)Plan Change Request (PCR) After Plan Exit & before or after GA No New

47、 Announcement New Models (no new components)XNPIS (after Last Call)1 week minimum4-8 weeks (depends on Geo Ann, EC, resource)Plan Change Request (PCR) After Plan Exit & before or after GA No New Announcement New Models (no new components)XODT (before Last Call) 1 week4-8 weeks (depends on Geo An

48、n, EC, resource)A FEW TYPES OF OFFERINGS FOR DESKTOP & NOTEBOOKIO DIntegratedOfferingDeliveryPage 37Placeholder - presentation title | Date - 1 December, 2006IOD Checkpoint Process ODT Tasks ChecklistsODT Checklists:Provides time sequenced tasks and deliverables (T&D) for ODT Members (groupe

49、d by phase): ODT Leader, Product Planner, TPM, Product Mkt, Finance, Service & Support, GSC Procurement, & GSC ManufacturingDifference checklists for different products types.Each checklist has an assigned functional checklist “Process Owner” Consolidate suggested improvements, approve T&

50、;D changes, & provide education See “Process Owners” names in Checkpoint Process ODT Checklists Excel fileRecommended ODT Usage for the Checklists:At Concept Phase Entry, each ODT member should review their functional checklist. Review non-applicable T&D with other functions impacted or pres

51、ent at Execution Plan Review. 1) The ODT Checkpoint Checklists can be used to track T&D completion. If not used, another method of documentation is required to demonstrate applicable T&D completion.Section: Concept Through LifecycleIO DIntegratedOfferingDeliveryPage 38Placeholder - presentat

52、ion title | Date - 1 December, 2006Checkpoint Process ODT Checklists SampleSection: Concept Through LifecycleIO DIntegratedOfferingDeliveryPage 39Placeholder - presentation title | Date - 1 December, 2006One Key Sub-processes of Checkpoint Process Concurrent Product Design (CPD) Process Development

53、Process for Desktop, Emerging Products, & Notebook Offerings:Implementation Owner: Technical Project Manager (member of ODT)Spans from Concept Entry through LaunchCovers New Systems and Refresh SystemsMultiple CPD sub-processOne key sub-process is Incremental Integration Test (IIT)Highlights:Sel

54、ection of Building Blocks (BB)Design of the motherboard (planar)Create, commit & implement the offering development & test plan (to support BB integration into a system)CPD provides functional task and deliverable definitionsMembership:Key Members: System Engineer, Test, Engineering Software

55、 (ESW), Preload, Ship Group, Manufacturing Project Manager (MPM), Procurement Development Manager (PDM), Product Engineering (PE), Service & Support, Reutilization Engineer, and Assurance Section: Concept Through Lifecycle (CPD)IO DIntegratedOfferingDeliveryPage 40Placeholder - presentation titl

56、e | Date - 1 December, 2006One Key Sub-processes of Checkpoint Process Concurrent Product Design (CPD) ProcessGeneral CPD Process Coverage (random order)Technical Project Plan including schedule Worldwide Offering Functional SpecificationPatent StudiesInvention DisclosuresWorldwide Standards (mandat

57、ory & Lenovo)Standards Compliance Reference List (SCRL)i.e. EMC, Acoustics, power, safety, Worldwide Agency ApprovalsAsia Pacific RequirementsHomologation Plan (Government telecommunications)Product Environmental Profile (PEP) and Design for Environment (DFE) ISO 14001HW & SW Accessibility (

58、Directive 162)Product & User Centered DesignSoftware, Preload, & BIOS DevelopmentSoftware Royalty Tracking ECID Publication Plan & National Language SupportShip GroupsSolutions (TVT)Field Replacement Units (FRU)Development Expense & CapitalWorldwide Component Source Plan Early Market

59、ing Requirements & other early requirementsWorldwide Manufacturing & Fulfillment Plan Section: Concept Through Lifecycle (CPD)TAA Certification (US Government)Worldwide Service & Support PlanServiceability & Manufacturability AssessmentsExport ReadinessProduct Security PlanEC Release

60、Components on order and available as neededWorldwide Master Validation Plan (Test Plan)BBFV, SDV, SIT, SVTDefect identification, closure and resolutionPeripherals Compatibility Matrix (Template 2)Configuration Rules (Template 3)Configure to Order (CTO) System Compatibility Technical Product Training / Technical Training Support Early Warning Group for early product concernsSmart GA RampProduct Engineering Training (mainly post GA support)Product Safety ReviewProduct Support and Ship SupportProduct Announce a