When it comes to R&D project management, the highest degree of recognition and highest acceptance must be IPD. When it comes to IPD, Huawei must not go around.
Do not know when to start, companies from all walks of life in China are learning management projects from Huawei to R & D, then Huawei's IPD R & D project management What are the powerful things?
Process-based product development project management
Product R&D projects are the most common type of project for companies, and Huawei is no exception. In order to manage product R&D activities, Huawei has established a structured product development process, which is known as LPDT (Product Development Project Leader) to manage project work.
Huawei promotes a streamlined approach to corporate governance. Any business activity has a clear and structured process to guide. Huawei's product development process is divided into six phases: the concept phase, planning phase, development phase, verification phase, release phase, and life cycle management phase.
One of the major differences between the product development process that IBM consultants directed and designed during the year was that compared to Huawei’s previous product development model, one of the major differences was that the concept and planning phases were significantly longer than the original process cycle, and more emphasis was placed on the concept phase versus the product. Definitions and the formulation of strategies in various fields, as well as the importance of the planning phase of the development of technical solutions and the development of various areas of implementation plans, and later Huawei's several PDT projects to verify, but the entire product development project cycle shortened.
The reason is that before the introduction of IPD, due to the short duration of the concept and planning phases, the product definition was vague and the solution was not specific, and it entered the development and verification phase, resulting in a longer development and verification phase, which in turn led to an extension of the entire project development cycle.
Therefore, Huawei's product R&D projects are project management based on the product development process. LPDT leads the project team members to implement product development, and follow the company-defined process to complete the project objectives.
Implement end-to-end management of product development projects
The term "end-to-end" was introduced by IBM consultants into Huawei. In Huawei, it is very common - it prompts everyone to do product development projects, come from the market, and ultimately meet the market demand through project activities.
That is to say, the product development project is not only the work of a department of the technical system, but also requires other departments to participate in the formation of cross-departmental teams to complete the product development goals and ensure market demand.
In order to complete the final product development goals, it requires the participation of market participants (definition of product requirements, development of product promotion programs and implementation, etc.), sales department participation (sales forecast and sales channel establishment, etc.), registration department participation (registration planning and implementation ) Participation of technical departments (achievement of product technology and achievement of target cost, etc.), involvement of manufacturing departments (product trial production and production test equipment development, etc.), etc. Only the participation of various departments is the task of completing product development.
In order to complete the "end-to-end" goal of the product development project, Huawei's product development project team members are formed through cross-functional departments, and the project manager is the leader of this team.
Establish an inter-departmental project management model
Prior to the introduction of IBM consulting, Huawei adopted a functional product development model, which assigned product development tasks to each functional system according to functions. There was no clear product development project manager, or at most one designated coordinator, because the project members did not communicate. It is smooth and the product development cycle is longer than that of competitors, so it is necessary to change the current status of product development based on functional models.
During the IPD consulting project with Huawei, IBM established a number of cross-departmental business teams for Huawei, such as the product portfolio management team (PMT), integrated technology management team (ITMT), and product development team (PDT). Is the most typical, team members are divided into core group and peripheral group, respectively from the market, sales, finance, quality, R & D, manufacturing, procurement, technical services and other departments, they are led by LPDT (product development project leader), Complete the product development goals issued by IPMT (Integrated Portfolio Management Team).
Now Huawei's product development project team adopts a heavily matrix management model. The LPDT and the department manager jointly negotiate and determine the PDT members. The PDT members complete the product development project goals under the leadership of the LPDT. The functional department manager is both responsible and responsible. Changed to just management, that is to say, after the introduction of IPD, the responsibilities of functional department managers are more concerned with the ability to develop departments, including the planning and development of departmental human resources, the planning and development of departmental technologies, and the construction of departmental management systems. The PDT team provides qualified human resources.
In the matrix management mode, LPDT has the right to assess team members. During the assessment cycle, LPDT aggregates the assessment opinions of the core team members to the functional department manager, and the functional department manager gives the final assessment results to the project members.
Classify R&D projects according to different business types
Huawei has always attached great importance to R&D. Each year, 10% of the previous year's sales revenue is invested in research and development of the current year.
Huawei's project focus on the R&D system is divided into four categories: product pre-research, product development, technology pre-research, and technology development.
The reason why R&D projects are classified is also for assessment purposes. For pre-research projects, because pre-research projects are risky and the results are difficult to predict, the right to review progress and results is less important. For development projects, Since the progress and results are predictable and the quality can be controlled, progress, quality, and finance are often the targets of the assessment for development projects.
In addition, different types of projects have different requirements for human resources. For pre-research projects, the technology tends to be obvious, and people with high technical level often carry out pre-research work. Developers tend to have obvious engineering tendencies. The “engineering trader†proposed by Huawei Most of them are for developers.
Rely on Process Audit to Assure Project Process
Huawei has specialized departments to organize the company's process construction and optimization. The major processes established include the product planning process (also known as market management process), product development process, integrated supply chain process, demand management process, etc. Each process corresponds to a Business team (or project team). The process management department has special personnel responsible for process construction and optimization.
In order to ensure the effective implementation of the process system, Huawei introduced the concept of process auditing, and PQA (product quality assurance) was responsible for the task of process auditing. At the start-up phase of each product development project, the company's quality department will assign a PQA to the project, and PQA will be positioned as a process expert in the project.
Process experts act as process guides for the project. The training project team is familiar with the process and management system. As a process organizer, it organizes technical reviews, including selecting review experts and writing review reports; independent of the project team, responsible for process auditing and auditing projects. Whether the team members implement the project according to the company-defined process.
The R&D team is audited by the PQA during the execution of the process to ensure that the process is effectively implemented.
Training project managers
After the introduction of IPD consulting, Huawei found that the product development project had two roles: the project manager and the system engineer. In order to cultivate a project manager, Huawei Corporation established a project management capacity building group, formulated a training plan, and provided qualifications for project managers.
In the project management and construction vision, Huawei clearly stated that it will continue to enhance the company’s project management capabilities and multi-project management capabilities in various business areas. The traction project manager will continue to enhance individual project management capabilities and promote the company’s business areas to continuously improve project success. Rate, continue to meet customer needs.
Huawei not only establishes consistent project manager project management capability standards, training courses and platforms, and certification programs and platforms through external cooperation. It also regularly organizes project manager certifications and conducts certifications from knowledge, skills, behavior, and quality. Competency, and five levels of project manager certification.
Separate technology management and project management in R&D projects
Huawei's R&D project management reflects the separation of technical and management lines. There are two very important roles in the project team. One is the project manager (PDT) and the other is the system engineer (IPMT).
PDT managers generally come from R&D, marketing, manufacturing, etc. PDT managers are similar to CEOs of a newly formed company. They submit business plans to IPMT and seek funding for project development.
The PDT manager is fully responsible for the successful development of new products. The PDT manager organizes the project development team to be responsible for the results of the team and sign the product development contract on behalf of the entire team.
System engineers play an important role in predicting demand and guiding product development to meet these needs.
Together with PDT development representatives and other representatives, the system engineer translates the market requirements into product package requirements, further expressed in technical specifications. He monitors the entire product development process to ensure that the development process always meets pre-defined product requirements and specifications.
System engineers develop the overall architecture of the product and drive product integration and testing strategy and program implementation.
Therefore, in R&D projects, the project manager is more like a management expert, coordinating the relationship between various departments and roles, and the system engineer is more like a technical expert.
Conclusion
Conclusion: As the most innovative technology-based enterprise in China, Huawei has been starting from RMB 30,000 in just a few decades, and it has reached the Fortune 500 in 2009. In 2016, its sales revenue is close to RMB 600 billion. The top 75 of the world’s top 500 companies have contributed to its advanced R&D project system and perfect R&D management process.
Although each company has its own characteristics and difficulties, the management is always connected. Huawei's successful practices in R&D project management are worth learning and learning from most Chinese companies.
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