Trieste 15.11.2001 Author: M.Fra giacomo, D.Protti, M.Torelli 1 Rev. 0 CONFIDENTIAL M o d . 1 9 0 2 / 0 0 R e v . 2 Mobile Terminals S.p.A. Mobile Terminals S.p.A. Telit R&D Project Management Author: M. Fragiacomo, D. Protti, M. Torelli Telit Mobile Terminals S.p.A. viale Stazione di Prosecco 5/b Sgonico (Trieste) Date: 15/11/2001
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Rev. 0 CONFIDENTIAL Mod.19 02/00 Rev.2 Mobile Terminals S.p.A. Trieste 15.11.2001 Author: M.Fragiacomo, D.Protti, M.Torelli 1 Mobile Terminals S.p.A. Telit.
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• The activities are organised in projects performed by teams deriving from the various functional departments of each area. At this aim the R&D organisation is a matrix.
• In the columns of the matrix the functional departments are present and ruled by department leaders. In the rows the projects (both thematic and product) co-ordinated by the project managers are present. See Organisation chart for clarification.
The projects are of two basic categories: thematic (platform) projects and product projects. In thematic projects hardware, software or mechanic activities not directly related to a specific product are carried out.
Product projects, planned in order to obtain a pre-industrial product, include activities for the realisation of parts even designed or developed in thematic projects. In respect of time to market requests it is necessary to co-ordinate the product project activities with the ones of one or more thematic projects.
It is better sometimes to think of a product project as a multi-project programme, including several thematic projects as part of it. The software groups work on several thematic projects; these projects converge into one or more product projects. We can say that various thematic projects form a programme leading to the finalisation of a product.
The following picture from the document “GPRS Product Organisation“ is an example of a product project breakdown organisation. In the example the software area is compound by groups deriving for the functional departments and organised in thematic projects (e.g. 0148 – SW platform project, 0171 – Protocol Stack GPRS project).
Telit GPRS RoadMap: The relationships among thematic and product projects are depicted in the following figure from the document “Draft Mid-Term Telit R&D GPRS Product Roadmap”
• Each project must be organised by a pool of people deriving from the various organisational department in the organisational matrix. A project leader is request to drive the project but with a reference for the main functional phase (HW, SW, Physical Project).
• This must occur both in project and in platform projects.
• Sometimes, a product project leader is required to co-ordinate the activities of the platform projects involved in the final product.
• Sometimes, more products will be integrated with the same features realised in more platform projects. In this case Platform and Product activities must be co-ordinate and linked.
• To prepare a roadmap several meetings are necessary, involving all the potential project and company leaders. Some main milestones must be fixed according to when the products must be issued on market.
• Each project leader will know when to produce deliverables. The platform project leaders will focus on these targets and, in the meanwhile, communicate possible critical paths that might rise.
• Further meetings will be organised in order to focus all the critical paths and as a consequence the General Direction will be informed on possible investment needs.
• The Planning and Business Management office will collect all the information regarding time schedule, resource allocation, investment budget in order to cross all the data and to investigate possible labour overlapping and missing specifications.
• At this aim each project leader will organise the project. The product project leader will work according to the project iter procedure (the template for the planning of a product project). The platform product project will first prepare a document for the specifications of the project and how the activities will be organised.
• Each product project leader will deliver a feasibility report regarding the new product. The same document or a similar one will be required from the platform project leaders.
• The feasibility report is what is necessary to describe the project, the risks to be faced, the possible evolution and income, and to convince the company to realise the mentioned product. The following information will be requested:
A last important highlight is the convergence of the roadmap with those of the silicon vendors involved into the platform projects. Hence, the milestones of the roadmap derive from the company inputs and from the links to those necessary for the development of new chipset and critical components.
Mobile Terminals S.p.A.Iter of a new product project
• The iter of a new product project is a template used for planning and management of a product project. It is mainly compound by engineering, design and development of hardware and mechanics parts with integration of software features. The software features are issued several times as new releases as outputs of thematic projects.
• The design process is compound by a certain number of stages quite enough to guarantee the process control.
Mobile Terminals S.p.A.Iter of a new product project
• Each stage include as many activities as possible as to obtain outputs which can be papers, physical deliverables (such as HW platform and so on) necessary to monitor the performance of the process.
• For each stage some indicators will be therefore evaluated and will constitute the inputs for the next stages.
The following figure depicts the process of the iter of a new product project.