【正文】 full time responsibility (in conjunction with the Huawei Project Manager) for overall project delivery. Specifically the Project Manager will be responsible for liaison with other Project Managers to ensure consistency across the overall Project, liaison with the Huawei Project Manager to ensure project effectiveness, consultation with the Huawei Project Executive Sponsor and Huawei management to ensure understanding and acceptability of designs and solutions.Lead Consultant – full time responsibility for day to day direction of the project team. Specifically the Lead Consultant will be responsible for project planning。D staff Subject Matter Experts in the areas of IPD policies, practices and current methods to support the project on an “as required” basis.Product Development Team (PDT) Members – from the projects identified for MBI pilots, to support the MBI pilots on an “as required” basis.Other Huawei staff on an “as required” basis, as determined in the Focus phase.D department will undertake this role.Project Manager full time responsibility (in conjunction with the IBM Project Manager) for overall project delivery. Specifically the Project Manager will be responsible for liaison with other Project Managers to ensure consistency across the overall set of projects and subprojects, liaison with the IBM Project Manager to ensure project effectiveness, and liaison with the Huawei Executive Sponsor and the Huawei Management Steering Committee to escalate issues, ensure understanding and acceptability of designs and solutions.SubProject Managers – full time responsibility (in conjunction with the IBM Project Manager) for overall project delivery. Specifically the SubProject Managers will be responsible for liaison with other SubProject Managers to ensure consistency across the overall set of subprojects, liaison with the IBM Project Manager to ensure project effectiveness, and liaison with the Huawei Project Manager to escalate issues, ensure understanding and acceptability of designs and solutions.Project Team (IPDT) Members – full time role to provide advice on current practices and work with the consulting team to develop the new process designs. The IPDT members will be coached by the consulting team on IPD and will conduct pilots. Eventually they will acquire the skills to deploy and support IPD at Huawei.SubProject Team Members – full time role to work with the consulting team to carry out subproject tasks. A PDM team (PDMT) will be responsible for the PDM pilot. An MBI Enabler team (MBIET) will be responsible for the MBI pilots. Other subteams may be identified in the Focus phase. Practical knowledge of Package Enabled Business Transformation methodology Organisational change expertise Subject matter expertise on IPDrelated IT issues, architecture, etc. Practical knowledge of IPD reengineering Consultant Skills: Technical Interpretation and translation Knowledge of current business issues and constraints in IPD Project management Facilitating and monitoring up to three pilots for the reengineered IPD processThis project will be undertaken in three phases namely, Focus, Invent and Launch. Details in terms of approach for the Focus and Invent phases are as follows:FocusThe focus phase is concerned with assessing the current product development processes, and the supporting organization and information technology at Huawei, in order to understand the starting point for the reengineering. Based on the assessment, the desired IPD outes, objectives and measures will be defined in preparation for the ‘Invent’ (next) phase.IBM and Huawei resources will first be mobilised to form a joint IPD reengineering team (“IPDT”), their roles and responsibilities will be defined, and detailed work plans and procedures will be formulated. Physical and logical working arrangements, facilities, and work schedules will be established. Subteams for subprojects (such as the PDM Team, ‘PDMT’) will also be formed and project charters documented for subprojects. The IPDT team will be educated on MBI concepts and reengineering methodologies. An organisational munications mechanism (newsletter, web site, etc.) will be established as well. At an appropriate time, the project will be formally kicked off by the executive sponsor. Following the mobilisation activities, the IPDT will review the current Huawei business strategies and environment for the IPD process in light of industry trends and anticipated demands. The recent IPD related reorganisation and process activities at Huawei will be reviewed in terms of practices, enablers, operating rules, policies, measures and their alignment with business objectives. The current product development situation will be benchmarked against the industry as well. This will enable the IPDT to understand the current situation and business issues, and the overall objectives for IPD. The recent work related to PDM (Product Data Management) will also be reviewed. The selected PDM package will be the basis for the IPD reengineering, so the selection of the package is crucial to success. In addition, the current Huawei product development pipeline will be analysed at a high level in order to identify projects that may be candidates for acceleration, delay, termination and pilots. In addition, uncovered market areas may be identified.The business processes related to developing products will be assessed in detail in this phase. Current business processes and subprocesses will be documented and analysed in order to identify process variations, bottlenecks, loopbacks, workarounds, triggers, etc. Transaction volumes for process interactions will be identified. Operating procedures, rules, policies and practices will be documented. Process performance, acceptance, and deployment will be identified, as well the relevant issues of whether desired outes are be