【正文】 ing achieved or not. Organisational issues relating to structure, staffing, skills etc., will also be identified. Based on this information, the overall IPD operating environment will be rationalised and the strengths and weaknesses identified. These findings will be the basis for the ‘Invent’ phase.InventThe ‘Invent’ phase is concerned with the reengineering of the IPD process based on IBM’s MBI (Market Based Innovation) initiative, using the ‘Facilitated Transformation’ methodology. Exploiting the functionality and implied practices of the selected PDM package using IBM’s PEBT (Package Enabled Business Transformation) methodology will also be a focus. At the end of this phase, Huawei staff will have sufficient skills to assume ownership for IPD deployment, . the ‘Launch’ phase. The skills transfer will occur through education, facilitated pilots and coaching. During this phase, education will be provided, for the IPDT and others, on MBI, enablers and PDM concepts, functions and implied practices. Having identified the current and target IPD situations in the ‘Focus’ phase, the gaps will be identified in this phase, in terms of process, organisation and IT issues. A high level IPD process will be conceptualised and Organisational and IT implications of this conceptual IPD process will be identified. These findings will be reviewed in order to gain agreement.Once agreed to, the IT implications will be explored in detail, and technical requirements for PDM, MBI enablers etc., will be documented. Suppliers will be identified, and packages will be evaluated and selected. Implementors will also be selected and contracts finalised. Focused package education and training will be conducted for the PDMT and other subteams for the respective packages. Following the training, the future IPD process will be defined at a high level (taking advantage of the implied practices in the respective packages), and process improvements will be explored and ranked. Interactions with the PDM package, MBI enablers, product data, etc., will be defined. Extensions or customisations to the packages will also be defined, but every effort will be made to minimize them. A draft process bining these elements will be documented. Organisation control systems, job roles and procedures to support the future IPD process will be defined. The MBI enablers, PDM and other packages to support the future IPD process will be analysed and an overall IT architecture for IPD will be defined. In this phase, there will be up to three MBI element pilots in projects identified in the pipeline analysis in the previous phase. In addition, there will be a PDM pilot focusing on document management functions. MBI element pilots may include applications of specific MBI enablers, check point procedures, etc. and will be decided by the IPDT. To support the pilots, the respective applications and pilot data will be loaded and prototypes will be developed and reviewed. Pilots will be conducted and results will be documented. Based on these results, refinements to the IPD process or to the packages may be required. The collective experiences of the pilots will be used to finalize the IPD process. The finalised process will be reviewed with the Huawei Steering Committee or Executive Sponsor, and agreement achieved on the final design. Plans and estimates for carrying forward the project into the ‘Launch’ phase will be provided to obtain approval to proceed with deployment. LaunchTo facilitate the Huawei staff to develop selfsufficiency in this area, the leadership for the ‘Launch’ phase will be transferred to Huawei staff. Details for the ‘Launch’ phase will be developed during the last stage of the ‘Design’ phase.Resources and TimingSkills and Experience RequiredThis project is based on a bination of Facilitated Transformation and Package Enabled Business Transformation methodologies, and thus requires practitioners skilled in these methodologies. In addition, IPD reengineering and packagespecific skills will be required. Process modeling and analysis skills, specifically in IBM’s DesignFlow?, may also be required. Subject matter experts in the areas of IPD, MBI enablers, telemunications industry etc., will also be needed. In addition, the project will require Huawei resources to support the IPD reengineering effort, and access to Huawei staff knowledgeable in current Huawei organisation, processes, practices, rules, etc. The skills required are listed below. Please note that a single individual may not possess all the required skills, so multiple individuals may be present to cover the required skills. Defining the Huawei IPD Process based on IBM’s MBI Process and the functionality of the selected PDM package using the PEBT methodology (without adversely impacting the IPD reengineering project) Performing a highlevel product pipeline analysis Increase % in reuse of intellectual capital across productsApproachIt is important to understand that achieving total transformation from a product centric to a customer / market centric business model requires not just the reengineering of IPD but also the reengineering of Market Management. Hence the undertaking of the ‘IPD’ project must be done in conjunction with the ‘Market Management’ project.Given the work that has already been done at Huawei in the IPD area, we remend that Huawei start on the ‘Integrated Product Development’ project first. Then in the second year, Huawei can start on the ‘Market Management’ project.The overall approach for the ‘Integrated Product Development’ project should be based on a bination of the ‘Facilitated Transformation’ methodology and the ‘Package Enabled Business Transformation’ (PEBT) methodology. ‘Facilitated Transformation’ includes training, facilitation workshops and coaching to assist Huawei staff in reengineering the IPD process and in applying the process in pilots. Th