【正文】 and implementation approach of other projects. Request support from other projects in terms of facilities or human resources. Change of project scope that may lead to overlap of scope with other projects. Resource contention among projects that cannot be resolved between project owners.Major CheckpointsOnce the Project Office and munication channels have been defined, the timing for project review or checkpoints by Project Office has to be established. Major checkpoints are the points at which individual projects will be formally monitored. The purpose of these checkpoints is to check the progress and status of each project. Major project checkpoints suggested by each of the business reengineering and I/T projects are defined Table 1 on page 9. Other checkpoints may be further defined by the project manager at the start of each individual project.Table 1 Major checkpoints for each projectProjectsMajor CheckpointsIntegrated Product Development Start of Project End of Focus Phase End of Invent PhaseMarket Management Start of Project End of Focus Phase End of Invent PhaseMRP II Enhancement Start of Project End of Focus Phase End of Invent PhaseTotal Supply Chain Management Feasibility Start of Project End of Initiation Phase End of Internal Assessment End of External Assessment End of Feasibility AssessmentPost Sales Customer Services Start of Project End of Focus Phase End of Invent PhaseProject Investment Management Start of Project End of Focus Phase End of Invent PhaseCosting Start of Project End of Focus Phase End of Invent PhaseBudgeting amp。 Implement Network Management Solution” Phase End of “Define amp。 Implement Remote Access Solution” Phase End of “Design / Implement Network Upgrade to Enhance Network Availability and Capacity” Phase End of “Design / Implement FAX Server Solution for Procurement” PhaseBusiness Recovery Start of Project End of Business Impact Analysis End of Risk Analysis End of Environment Analysis End of Business Recovery Strategy End of Development of I/T Continuity PlanEnterprise Data Model Start of Project End of Focus Phase End of Invent PhaseManagement OwnershipProject Executive Sponsorship and project ownership is critical and necessary for the success of any projects. Project Executive Sponsor oversees the entire project and ensure the project delivers the stated benefits to Huawei and help Huawei achieves its strategic vision. Executive Sponsor will also allocate additional resources that are within his/her authority to projects when required. Project Owner is responsible for gathering requirements and to ensure successful delivery of solution. For projects with larger scope, project managers may be assigned to help out the Project Owner.Please note that there are responsible parties that still need to be determined (TBD). These assignments are crucial for the project success.Project InitiativesExecutive SponsorProject Owner/ ManagerOrganizationIntegrated Product DevelopmentHong Tian Feng TBDRamp。 ForecastingHu Hong WeiTBDFinanceI/T ProcessesGuo Ping Chen Zhi QiangBR amp。 CIONetwork InfrastructureGuo Ping Xu Yong BoBR amp。 CIOEnterprise Data ModelGuo PingDu Chun PingBR amp。D may consider this as just a Ramp。D reengineering project only.Market Management Project ownership and mitment from Marketing function is still vague.MRP II Enhancement Staff perspective equates MRP II installation as implementation. Unwillingness from MRP II staff to cooperate with project team due to potential redo of their previous hard work. Political consideration to change and redo some of the MRP II processes.Total Supply Chain Management Feasibility Pressure to go ahead with supply chain management before Huawei MRP II environment is improved and ready. Need to convince involved parties to understand the importance of fixing the basic MRP II operation first.Post Sales Customer Services Need to have a clear future customer service strategy and positioning. Need to convince customer service that fixing existing basic problems is as important as pursuing new customer service offerings. IBM customer service model may not be applicable to Huawei sometimes, due to different positioning of customer service.Project Investment Management Project ownership from Finance. Coordination work with other finance consulting engagements.Costing Project ownership from Finance. Coordination work with other finance consulting engagements.Budgeting amp。D assistance.Project Investment Management Increase in project approval turnaround time. Increase successful rate of new projects.Costing Increase % of products that have product costs measurement. Increase % of services that have cost measurement.Budgeting amp。 Contingency PlanFuture Next Milestone Key ActivitiesOthersApproved ByProject OwnerDate: