Monthly Archives: June 2016

Product Life Cycle Management

Product Life Cycle Management
1: Overview of Software Development Process

Project Development Team
Product Manager
Project Management
Product Planner
Product direction and key feature planning
Engineer
Coding, Installation program
Designer
User interface and art design
Technique Writer
Manual, help writing

Localization Engineer
Localize to multi languages
QA Engineer
Testing
Marketing
Box, marketing material development
Production
Tech Support
Regional PMM
Sales Representative

Role of Product Manager
Core Value Of Product Manager
Key Successful Factors
Fully commitment to achieve the goal
Well Planning
Good Communication, Coordination and Collaboration
Great skill of
Schedule Control
Quality Control
Cost and Budget Control
Problem Solving

2: Case Study- How Statistics is applied in Product Life Cycle Management

Marketing Data Analysis
User Survey
Ulead-PM ProcessTraining-User Survey Example.ppt
Business Proposal and Analysis
Ulead-PM ProcessTraining-PAF Example.ppt
Marketing Promotion activities
PE3 0214 Online Event report.doc
Sales Analysis and Forecasting
Sales Analysis-sample.ppt
Product-Breakeven-Analysis-Sample.xls
Competition Analysis, Market Size forecast

Product Life Cycle Management

Product Life Cycle Management
Agenda
Overview of Software Development Process
Product Life Cycle Management at Ulead
Core Value of PM and Key Successful Factors
Case Study –
How Statistics is applied in Product Life Cycle Management

1: Overview of Software Development Process

Market Demand
Product Conceptual Development
Project Analysis
Development Plan
Actual Implementation
Product launch
Product Life Cycle Analysis
2: Product Life Cycle Management at Ulead
Product Life Cycle
People Involved
Executive Managers
PM
Product Planner
RD engineer
Designer
(Creative, Art Content, and Web)
Technique Writer
Localization Engineer
Configuration Engineer
QA Engineer
Marketing
Production
Global Support Team
Tech Support
Regional PMM
Sales Representative
General Product Development Flow
Role of Product Manager -1

a: Product Life Cycle -Concept Phase

Objective
Developing a product concept into a solid plan for getting approval from Executive level
Input
Collecting data for product concept, value proposition, competition status, market analysis and business opportunity assessment
Deliverable
Business plan
which clearly describes the product, opportunity, analyses of competition, marketing objectives and proposed product function.

Sample-Business Plan
Market Information
Market Trend and Size Analysis
Product Positioning and Customer Profile
Competition Analysis
 Business Information
Revenue/Unit Shipments Forecast
Business Objective (Market Share)
Channel Strategy (Retail, OEM.)
 Product Information
Key Features and Major Components
Product Model & Language support
Channel & Pricing
Resource Information
Budget Estimation/Manpower Allocation
Major milestones and product availability
Sample-Product Positioning and customer profile
Product Category
Consumer Photo Editing
Product Positioning
Photo Express 4.0 is photo-editing software that provides a full suite of expandable photo editing, creative and sharing tools for digital photo consumers who have active, event-filled lifestyles full of picture moments they want to share.
Customer Profile
See imaging as home entertainment
Age from 30-45+ years old
Not a highly skilled computer user
Probably owns a scanner, a digital camera or color printer
b: Product Life Cycle -Definition Phase

Objective
Defining the product from implementation aspect based on Business Plan
Major Activities
Planning and defining what does the product do, what major features, components will be included or what technology will be adopted
Deliverable
Updated Business Plan
A set of various plans and specification for the product

Major Activities
Initiate Project
Propose Functional Specification Requirement
Develop Functional Spec: version 0.3, 0.5, 0.7, 0.9
Update Business Plan
Write plans and requirements for the product
development tasks
Hold Kick-off meeting to present the project vision and
scope to project teams
Set delivery milestones
Develop UI Prototyping
c: Product Life Cycle – Development Phase

Objective
Coordinate project teams to start developing the product and marketing activities based on the plans and specifications delivered in definition phase
Major Activities
Assign Project Teams and Responsibilities
Internal Training for Project Team Members
Regular Review Meeting
Coordination and Schedule Control
Deliverable
Updated Product Marketing Plan
Implementation plan and delivery milestones from project team leader
d: Product Life Cycle – Testing & Rollout Phase

Objective
Program code complete and enter testing. Defining product launch plans, marketing plan, sales, channel strategies and production plan to maximize the impact of the product roll-out
Major Activities
Program Testing
Product Training, Review Meeting, Status Report, Project management, Coordination, Communication, Collaboration and Schedule Control
Beta Testing Program
Press Tour
Product Launch
Deliverable
Updated Product Marketing Plan, Launch and production plans
Marketing materials
GM and production materials

e: Product Life Cycle – Launch & Review Phase

Objective
Product Shipping and keeping track of sales for released products to examine whether the business objectives have been achieved
Major Activities
Presenting sales report, marketing, PRs activities, and refining strategies to increase revenue opportunities
Collecting data and planning for next release
Deliverable
Sales Analysis
Updated Marketing Plans
Updated Sales/Channel Plans
Product Feedback/Market/Competition Analysis

Ulead Product Management Flow
Delivery Major Milestones
Kick-off Meeting(Definition phase)
Alphas version release (Development phase)
Product enter SQA (Development phase)
Beta Version release (Testing &Rollout phase)
Packaging Prototyping (Testing & Rollout phase)
Release Candidate release (Testing & Rollout phase)
Release To Manufactory (Testing & Rollout phase)
Announcement Date (Testing & Rollout phase)
First Customer Shipment (Testing & Rollout phase)
Formal Announcement (Launch & Review phase)

3: Core Value of PM and Key Successful Factors
Core Value Of Product Manager
Key Successful Factors
Fully commitment to achieve the goal
Well Planning
Good Communication, Coordination and Collaboration
Great skill of
Schedule Control
Quality Control
Cost and Budget Control
Problem Solving

4: Case Study- How Statistics is applied in Product Life Cycle Management

Testing phase for quality control
Startlight Project Status Report (11282002)..htm
Marketing Data Analysis
User Survey
Ulead-PM ProcessTraining-User Survey Example.ppt
Business Proposal and Analysis
Ulead-PM ProcessTraining-PAF Example.ppt
Marketing Promotion activities
Competition Analysis
Sales Analysis

Source One Management Services Llc

Procurement Service Provider and Supply Chain Management Training: -Lesson 3: Innovation and Opportunity -Lesson 4: The Three-to-Five Year Outlook
Source One Management Services, LLC
724 Fitzwatertown Road
Willow Grove, PA 19090
(215)-902-0200
www.sourceoneinc.com
Lesson 3 Introduction
A 1 percent reduction in the cost of purchased materials is equivalent to a 12 to 18 percent rise in sales growth
Several reasons why that reduction is possible
New and better technology
More companies and countries from which to source (globalization)
Increasingly sophisticated approaches to managing the supply management function (Procurement Service Providers such as Source One Management Services, LLC for example)
Maturing and Scaling of Procurement Technology
Procurement Technologies can:
Help curtail rogue spending
Work efficiently with wider range of suppliers
Simplify the sourcing process
Help actively manage total costs
E-Sourcing Capabilities
Becoming more sophisticated and popular
Have become more integral to e-procurement initiatives
Specialized capabilities are evolving:
Facilitating easier interaction concerning contract language
Evaluating numerous variables on a large scale
PLM and RFID Systems
RFID (Radio Frequency Identification Systems)
Provides real-time defective product data, improves item tracking, aids supplier-managed inventory processes
PLM (Product Life Cycle Management Systems)
Manipulates the relationship between the product life cycle and cost reduction opportunity

Global Sourcing and Supply Management
Three major recent developments in the evolution of global sourcing:

More companies pursuing global supply base
Increase in number of countries viewed as sourcing candidates
Increase in quantity and variety of available products

Why Alternate Supply Sources?
Worker Education
Size of Domestic and Export Market
Market Liberalization
China’ s admission into the WTO has assured commitments to reduce high tariffs
Abundance of low-wage labor available
China’ s average hourly manufacturing wage is 60 cents an hour with a able workforce of 941 million

Global Sourcing Challenges
Identifying and establishing new supplier relationships
Less advanced IT systems and information sharing
More research and due diligence must be done on overseas suppliers
Incorporating local business culture into negotiation strategy
Approaches to Global Sourcing
International Supply Management Office
Local Joint Ventures
Work with in-country enterprise to establish presence
Trading Agent
sourcing brokers
Procurement Outsourcing
Cost reductions of 5 to 18 percent can result from an organization’ s ability to:
Drive contract compliance
Source effectively
Connect with a larger supplier base
Operate more efficiently
Address complex services spend
Leverage technology more effectively

Government Sourcing Practices
Practice Cost Avoidance
Identify rogue spending and eliminate unnecessary cost adders
Know the Market
Be knowledgeable about what you’ re sourcing
Overcome Legislative Burdens
Cut through the Red Tape
Build Confidence in Strategic Supply Management
Manifest trust of the end users in the system
Improve Supplier Management
Monitor supplier performance and adherence to contract terms
Leverage Purchasing Power
NYCDOE as example of consolidating smaller spends to leverage pricing with suppliers
Financial Services Practices
Optimize Sourcing
Make intelligent and informed sourcing decisions
Rebuild the Procure-to-Pay Model
Streamline processes
Increase Use of Electronic Tools
Apply Best Practices to Overlooked Spend Categories
i.e. Legal fees, advertising, market research
Maximize Compliance
To realize optimum cost reduction and efficiency
Develop Shared Services Programs
Outsource Supply Management Functions
Complex strategies make outsourcing an attractive option
Chapter 4 Introduction
The Three-to-Five Year Outlook
CEO expectations for supply management
CPO expectations for supply management
How do we reach these goals?

CEO Expectations
Cost and Price Focus
Take advantage of opportunities and strive for 100% compliance with initiatives
Brand Focus
More than just the bottom line
How do we get our name out?
Technology Stagnation
Systems and software can only go so far
Global Commerce Dominates Competition
Forward-thinking companies will have an edge
Mass Industry Consolidation
More takeovers and buyouts
Critical Supply Management Questions
What business are we in?
What are the ways to go to market?
What are the business models we could use?
What supply chains make sense in the given business model
How can I synthesize existing supply chains?
What next best practices should we create for competitive advantage?
Risk Management in Supply
Risk assessment and management is becoming increasingly important
Shift in focus from mitigation to optimization
How can we use risk analysis to our advantage?
How Do We Prioritize Supply Management?
Reach
Build a better business case for supply management
Measurement
How well do you perform against your competitors?
Innovation
Think outside the box
Extracting Value
Make sure you’ re getting the most out of suppliers while remaining attuned to the market
Global Business
Think worldwide to optimize sourcing practices
Diversity
Expand the horizons of your supply base
Types of Supply Chain Executives
Entrepreneurs
Strategic Thinkers
Results-Drivers
Recruiters
Entrepreneurs
Broad thinkers
Long-term focus on profitability and cost management
Business acumen and financial knowledge

Strategic Thinkers
Strong communication skills
Knows when to develop new relationships and rekindle old ones
Results-Drivers
Defines, predicts, measures, and tracks benefits of supply management
Markets and sells supply management
Focuses on continuous improvement
Possesses market intelligence skills

Recruiters
Measures performance to recognize key people
Can identify right skills for any given position
Rotates team members to gather cross-functional experience
Brings out the best in others
In Closing
Supply Management in the next 3-5 years will focus on:
Creating value for customers
Eliminating waste in processes
Better defining connections between processes, customers, and suppliers
Working more collaboratively with suppliers

Resources for These Lessons: Lesson 3: Innovation and Opportunity Lesson 4: The Three-to-Five Year Outlook
The Supply Management Handbook: Seventh Edition: McGraw-Hill
Source One Management Services, LLC
www.sourceoneinc.com

Why Supply Chain Management Scm

Why Supply Chain Management (SCM)?
Background
What is Supply Chain Management?
The integration of materials and information amongst
Centers and Programs, suppliers, other govt. agencies,
and international partners to plan, execute, and operate space
programs with a common spare and repair philosophy in
order to minimize system-wide life-cycle costs and risks
while satisfying program level requirements

How is SCM different from Logistics?
Embeds Technology Insertion in the Process
Production Processes -vs- Material flow focus
Integrated end-to-end
Greater supply base situational awareness
Focused on product life cycle management
Reduces Cost
(SCM impacts 90% of a Program’ s recurring cost)
Manufacturing processes -vs- material flow focus
Reduces proliferation
Part number and procurement duplication
Number of qualified suppliers needed
Cost of holding Inventory
Reduces unit and overhead cost with larger buys
Integrated end-to-end,
Embeds Technology Insertion
JIT practices (Pay-as-you-go)
Focused on Product Lifecycle Management
Enables collaborative forecast demand planning
Supports changing hardware TRL
Reduces Schedule Risks
(Suppliers account for 75% of Space R&D)
Greater supply base situational awareness
Identifies risk of capability loss
5 year gap for ~1500 Shuttle active suppliers
Manufacturing Processes -vs- Material flow focus
Maps supplier capabilities to future requirements
Integrated end-to-end
Embeds technology insertion
Allows for more flexible design characteristics
Improves manufacturing readiness levels
Improves Reliability/Quality
(Supplier health impacts reliability/quality)
End-to-end integration,
Embeds Technology Insertion
Improves cross-program impact assessments
Cross Program/Agency DMSMS mitigation
Manufacturing Processes -vs- Material flow focus
Enables supplier stability/viability forecasting
Greater supply base situational awareness
Increases ability to address counterfeit parts
Increases ability to identify problem suppliers in a timely manner

The Modern Evolution of Supply Chain Management

Configuration Management Versions Change Process Issues

Specifications for Interoperability Through Life Steve Shepherd Vice Chairman ASD SSG, ASD PSG and AIA ASD ILS Spec Group
S-Series Specification Day 2013
Vienna, 2013-09-19
Completing the Picture .
The S Series Specs
Scope -4 Business Domains
Integrated Logistic Support
(The S Series Specs)
The Challenge of Interoperability
e-Business interoperability between organisations and re-use of solutions across projects is imperative to the elimination of wasted costs and to improve data quality
Many standards and initiatives have the potential to satisfy part of:
The overall requirement for interoperability:
Between companies, business partners and through the supply network
Between functions in an organisation
Between application systems

Data Explosion Through The Life Cycle
Some Aero & Defence challenges
The ASD Strategic Standardisation Group (SSG)
The European Aerospace, Space and Defence companies response to the challenge of e-Business standardisation:
Identify a coherent set of e-Business Standards to reduce overall cost and complexity
Drive the identification, development, maintenance, interoperability and exploitation of a set of coherent e-Business standards
Managed across 4 Enterprise e-Business Domains:
Design and Collaboration
Integrated Logistics Support
Supply Chain
Security (Secure Information Sharing)
The ASD Strategic Standardization Group (SSG)
The ASD SSG does not aim to create new eBusiness standards but to support effective governance at European level of International  and European standards:  
Identifying a set of standards to use or to develop in order to cover the full spectrum of needs for eBusiness;
Proposing and applying governance tools at strategic and technical level (e.g. radar screen)
Developing a network of experts
Developing  liaisons with all relevant standardisation organisations
Including an MoU with AIA ..

The Business Case for Electronic Integration
AIA members are committed to a vision for e-Business across the industry, where:
all participants in the aerospace value chain will be able to exchange information across an information backbone relative to:
product design,
business relationships,
transactions,
and product support
This vision is to be achieved through industry-level adoption of:
policies and standards,
benefits to prime contractors, suppliers and customers through simplification of electronic trading,
fewer interfaces and simpler processes,
reduced support costs
more agile
responsive teaming.
generate innovative process changes to further improve performance

Typical òblip’ S1000D Specification for Technical Publications
Standards Governance
Visit us at www.asd-ssg.org
Through-Lifecycle Interoperability
SSG objective: deliver a technical paper describing the issues and proposed orientations
Objective, added value of this work, challenges/barriers and priorities
Proposed approach: relevant architecture framework, etc
List the elements to be considered for cross-domain issues (PBS exchange, messages exchanges, virtual plateau organisation, TBD)
Identify against the identified elements the existing standards, their maturity and gaps
Design: need for consistency between SE, design, simulation. Illustrative cases
Manufacturing
Support: consistency between specs, etc) Illustrative cases.
Transverse & Supply chain: need for common approach for procurement processes/transactions, quality, CM, identification of the partner along life-cycle, and security. Illustrative cases: Cross-reference example, obsolescence
Current use of standards by ASD SSG members and their partners/customers
Look at the possibility of tool support to support modelling of business scenarios and the implementations that will underpin them.
Mapping of interoperability between specs (standards) and also between versions of specs (e.g. compatibility matrix and associated roadmap to anticipate future compatibility issues)
Change management/configuration management is key. E.g. delta change and incremental exchange for data exchange/sharing/archiving.
Make recommendations to ensure interoperability across domains (including cross-domain implementer forums) -priorities (eg for which interface between domain), backbone of standards/information models/processes

Through-Lifecycle Interoperability
SSG Intent:
Develop a coherent set of specifications that are interoperable with specifications within its own domain as well as other speculations from other domains:
To minimize project dependency by defining clear guidance and by avoiding inclusion of project and national specific rules and constructs
To ensure commonality between related specifications to support the re-use across projects
To establish a well-defined data transfer mechanism between the different disciplines based on PLCS.
To cover all aspects of business interface activities over the entire life cycle of a product.
To be the contractual baseline for industry and customers
To be up to date with the technical development and changes

Development and governance of the core suite of STEP standards for PLM interoperability

Through-Lifecycle Interoperability
Deliver a technical paper describing the issues and proposed orientations
A transverse study aimed at developing a “big picture” of cross-domain interoperability, including:
Product breakdown mapping mechanisms (eg Design BOM -Support BOM)
Configuration management (versions, change process) issues
Inter-domain Services (requests, exchanged data, )
Archiving
Related security issues

Through-Lifecycle Interoperability
One envisioned result is the identification and promotion of a “backbone” of standards enabling cross-domain interoperability,¬†e.g. STEP AP242 -PLCS.
The objective is to
list the elements to be considered for cross-domain issues (PBS exchange, messages exchanges, virtual plateau organisation, etc)
Identify against the identified elements the existing standards and gaps
Make recommendations to ensure interoperability across domains (including cross-domain implementer forums)

Summary -next actions
ASG SSG
« Through life cycle » consistency : PLM & ILS, SCM,
Globalization, complexity and Longevity of A&D products
Development and deployment of international PLM standards
LOTAR
Finalization of STEP AP 242 ED1, preparation of AP 242 ED2
Systems Engineering (Including Requirement Management)
Multi disciplinary analysis and design
MOSSEC project (Modelling and Simulation in collaborative System Engineering Context)

Complete the set of coherent standards -S5000F, SX000i, Publish S4000M

BoostAero evolution and deployment (AirSupply)

Promote ISO 8000 to ASD Community

Support of Implementer Forums
CaX IF, STEP IF

A consistent set of e-business standards is being identified, assessed, developed and implemented in answer to European Aerospace, Space & Defence Industry business needs

ASD SSG provides the needed capability:
– Consensus at European AeroSpace & Defence industry level
– Supported by National Trade Associations
– Co-ordinated with US activities

The set of coherent and consistent standards / specifications have been identified and adoption and exploitation is in progress -The òRadar Chart’

Several projects have been launched / completed to fill gaps, eg. Long Term Archiving and Retention (LOTAR), Technical Data Package TDP)

A Through-Lifecycle Interoperability technical paper is in work