产品研发管理的系统解决方案

年总共节省了

120

亿美元的费用，

4

年下降到

16

个月，

并总结出了一套

行之有效 的产品开发模式——集成产品开发（

IPD

：

< br>Integrated Product Development

）。

应该说，

IPD

是一套领先的、成熟的产品开发的管理思想、模式和方法。系统化的管理体系应该包括

思想、模式和方法三个层次，对

IPD

的理解也应从这三个层 次来看。

首先，

IPD

是一套产品开发管理的思想。它的核心思想体现 在

6

个方面：

1.

开发是一项投资决策：

IPD

强调对产品开发进行有效的投 资组合分析和管理，优化投资组合，将资源用于最有前途的市场机会和产品

组合上；并在 产品开发中设置阶段性的投资决策评审点，及时砍掉无前途的项目。

2.

基于 市场的开发：

IPD

强调产品创新一定是基于市场需求和竞争分 析的创新。

为此，

IPD

强调产品开< /p>

发流程与市场管理流程有机集成，产品开发的第一步是正确定义市场需求和产品概念，开始 就把事情做正

确。

3.

跨部门、

跨系统的协同：

产品开发是一个跨部门的流程，必须有一个跨部门的小组对最终结果负 责，

协同各项活动，确保沟通、协调和决策的高效。

4.

异步 开发模式：将产品开发按照最终产品、平台、子系统、技术分解为不同层次的任务，并行开发

所有层次的任务。通过对每个层次的关注和面向市场的开发，快速、高效、不断地推出具有竞争力的产品。< /p>

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（

Common Building Block

）：即重用，在不牺牲差异性的情况下尽可能重用。

CBB

是实现异步

开发的基础和手段。当产品是基于许多成熟的 共享的

CBB

和技术搭建或集成而成的话，无疑产品的质量、< /p>

进度和成本会得到更好的控制和保证。

6.

在非结构化和过于结构化当中找 到平衡：产品开发是复杂的，因为产品开发人员必须完成成千上万

项活动，而这些活动涉 及到方方面面、各个部门，如何协调这些活动便成为极其复杂的工作。为了能管理

好这些 庞大而复杂的活动，产品开发过程必须成为结构合理、定义清楚的过程。

但产品开发流程不同于生产流程， 具有相对的不确定性，理想的生产是拷贝，产品开发是有限度的创

新，

< br>IPD

流程也应该是有限度的结构化。不能规定得太死、太细。

< br>

其次，

< br>IPD

是一个完整的、可操作的产品开发模式。

所谓模式，就是系统要素的有机组 合方式。产品开发管理系统包括了很多要素或组成部分，

IPD

按照

如下框架对这些要素进行组合。

IPD

的框架可以概括为两个跨部门 团队（

IPMT

，

Integrate d Portfolio Management Team

，集成组合

管理团队和

PDT

，

Prod uct Development Team

，产品开发团队）、两大流程（即市场管理 流程和

IPD

流程）

和一系列的要素。 这些要素可以归纳为跨部门团队、结构化流程、一流的子流程、考评、

IPD