Program Overview

Program Overview Project Management Effectiveness PART 1 003 - 1

If you keep on doing what you always did, you will keep on getting what you always got. 种瓜得瓜，种豆得豆 003 - 2

Purpose To provide the critical skills （关键技能）for project leaders and project team members to lead / help leading projects more effectively This includes the mastery of activities like effort estimation（工作量预计）, risks analysis（风险分析）, project planning（项目筹划） and progress monitoring（进度监督） & reporting（汇报） It also aims at sharing best practices for project management within company and providing an overview of the tools and systems that can be used 003 - 3

Learning objectives At the end of the course, you will be able to: Lead or help lead a project effectively from the feasibility study（可行性研究）, to the release of the product/service. Select and implement the techniques（技巧）for effective project management, including effort estimation, risks analysis, project planning, progress tracking, progress reporting and teamwork optimization Apply the corporate procedures and organizational directions in terms of usage of the tools and tracking/reporting requirements. 003 - 4

Benefits You will lead projects to completion in a more efficient way, balancing more effectively the time, cost and quality aspects You will define, schedule and control projects more effectively You will better address people-related issues 003 - 5

Course outline Module 1: Introduction, sharing a common framework Module 2: Project Management Disciplines 2.1 Project initiation, feasibility study & project definition 2.2 Estimation 2.3 Risk management 2.4 Project planning 2.5 Human aspects of managing projects 2.6 Project execution, progress monitoring & reporting 2.7 Closing the project Module 3: ST approach for managing projects Module 4: Tools to support project management Module 5: Conclusions 003 - 6

Module 1IntroductionSharing a common framework Project Management Effectiveness 010 - 7

Module objectives At the end of this module, you will be able to: Define a project and its key requirements Describe the roles and mission of the project manager and project leader Share the basic terminology(基本术语）in use in company Describe the project management disciplines and how they are structured 010 - 8

Module outline Some definitions about projects Key roles in the project environment Project management: what and why? 010 - 9

What is a project ? A project is a unique venture（独特的探索/冒险） with a beginning and an end, conducted by people to meet established goals within parameters of cost（成本）, schedule（日程/周期） and quality（质量） Ref: Buchaman and Boddy (1992) – The Expertise of Change Agent 010 - 10

Different types of projects in company Package dedicated development (BGA 17*17, QFN9*9) Flip Chip Process development (including row materials and assembly process, need also development of test programs, of validation boards, application simulation development) IT Software development (ERP, AOS, EMS....) New productionline development (Plant 2#) Technology transfer New technology development (Design kit/Libraries, Design platform…) Specific tool development … 010 - 11

These are not Projects… Assembling in a production line Improving department efficiency Manufacturing Increasing people motivation Understand the functioning of a machine Helping a peer Building supplier confidence Decreasing customer non-satisfaction … These are very important Activities, Processes or Objectives but not Projects as defined 010 - 12

A project is a constraint system Deliverables/ Quality Project Time/ Schedule Resources/ Cost 010 - 13

Main roles in Project Management (1/2) From Idea… … To Product Product Spec. The HOW Customer The Project The Project Manager 1 6 The WHAT The Process 5 Product Manager (Ex : Marketing) Project Team 2 4 The WHO The WHY 3 Project Owner (Ex : Business Unit Manager) Product Owner (Ex : Division Director) 010 - 15

Main roles in Project Management (2/2) Sub Project Team Project Team Customer Key Users Sub Project Sub Project Owner Supplier Sub Project Manager Sub Contractor Product Project Internal Company Product Owner Project Owner Why + € Who Product Manager Project Manager What How 010 - 16

Who is taking care of what? Product Side Product owner Paying for the project: …and expecting a return on the investment Product manager Delivering the right product: ensuring that project objective is in line with customers’ needs Project Side Project Owner Allocating resources to the project Project manager Delivering the product right: Driving the project team to fulfill the project objective in terms of product specification, product timing and product cost. Project Leader(s) Driving the community of developers in a specific discipline toward the right product specification and specific technical solutions The CUSTOMER The SUPPLIER 010 - 17

Project manager main roles The Project Manager coordinates and integrates activities across multiple functional lines within the policies, procedures and directives of the organization. The Project Manager’s makes the project successful within a given period of time and within the budgeted cost. The Project Manager is in charge of piloting/driving the overall project plan Extracted from SOP 2.6.11 010 - 18

Project leader main role The project leader drives the community of developers in a specific discipline (design, application, engineering, quality…) toward the right product architecture and specific technical solutions 010 - 19

Project team Marketing Application Project Leader Product Manager HWDvlpmt Project Manager Project Leader SW Dvlpmt Project Leader Project Leader Other disciplines Project Leader Project Leader Quality Reliability Product Engineering Project Team "Core" Team Notion of Core Team 010 - 20

What is project management? The project management discipline pursues customer satisfaction by planning, organizing, directing and controlling the company resources in order to complete a specific project on time, within the budget and according to the company quality standards Extracted from SOP 2.6.11 010 - 22

Benefits of project management Excellence in Execution 010 - 23

Project key requirements It is part of a well defined strategy Expected deliverables are clearly defined It has a pool of allocated resources It must be finalized in a fixed period of time It is described by a structured flow of activities Activities sequence is conceived to maximize efficiency and service in terms of time, costs, deliverables Activities progress is under control Projects must be approved & supported by a formal management commitment 010 - 24

Essential conditions（必要条件） for project success Commitment from management to supply the resources and remove organizational obstacles（组织障碍） Right technical competences to finalize the project Agreement among the project team and all the contributors (which includes management and customers) about the goal of the project Communication that is effective, appropriately delivered and ongoing throughout the project Leadership to drive the project to completion 010 - 25

Standardization is mandatory to improve our efficiency Standardization is provided by the Standard Operating Procedures (SOP) More detailed procedures are often defined in Groups and Divisions（我公司主要是技术中心和项目责任部门） Project manager will have to ensure that in the project, the rules are clear and shared 010 - 26

Project management improvement Improvement path: Each organization has followed its own road towards improvement (PACE, CMM, Program management functions) New top-management has confirmed his strong willingness to push for Project Management and streamline（合理化）all these improvements 010 - 27

First approach to the terminology Quality: Reliability Project management Product Management Cycle Time Time to Market Time to Volume Time to Breakeven • Conformity to customer expectation • Performances guaranteed vs. years • Activity to manage a project • Activity to define the product • Implementation time of a given task • Right time for product launch in the market • Right time to reach full production • When profit equals development cost, i.e. return on investment starts to be positive 010 - 28

Disciplines of project management GO/NO-GO Product Initiation Phase Execution Phase Closing Phase Time Change management Change management FEASIBILITY & DEFINITION ESTIMATION RISK MANAGEMENT PLANNING TEAM MANAGEMENT MONITORING & REPORTING CLOSING 010 - 29

Module 2.1Project initiationFeasibility study and project definition Project Management Disciplines Project Management Effectiveness 021 - 30

Disciplines of project management GO/NO-GO Initiation Phase Execution Phase Closing Phase Time Change management Change management FEASIBILITY & DEFINITION ESTIMATION RISK MANAGEMENT PLANNING TEAM MANAGEMENT MONITORING & REPORTING CLOSING Product 021 - 31

Module objectives At the end of this module you will be able to: List the various parameters to be considered before a proposed project is launched List who will contribute and explain the role they will play Describe the processes relevant to this phase 021 - 32

Module outline Feasibility study Objectives How does the process start? Who is involved? Feasibility steps Resourcing feasibility phase Project goals Criteria for setting great goals Requirements management Goals, Issues & benefits Flow for requirements management Evaluation of the Requirements Synthesis Project initiation Objectives Steps, Outputs 021 - 33

Feasibility study: objectives Define project objectives & refine（提炼） initial requirements Evaluate the proposed project opportunity: Market opportunity Positioning within company strategies & roadmaps Technical feasibility Estimate resource requirements, development costs and schedule Assess the risks associated with the proposed project 021 - 34

How does the process start? Someone has an idea for a new development Should be synthesized in an NPP (or equivalent) Idea is refined into a target goal: For functionality & quality For cost & benefit For time frame Management agree on an initial analysis (feasibility) Allocate adequate amount of resource for that Management appoint a leader for this phase A project is created in PCS and TLS (or equivalent) Start resource accountability 021 - 35

Who is involved in this phase? Driven by appointed leader (Usually the future project manager) Design, engineering, packaging, validation, software, boards Quality Financial control Customers, business development, marketing Management (departments & BU’s managers) TIP: Coordinating & communicating with the stakeholders is a primary role of the project manager 021 - 36

Feasibility steps Understand project complexity Allocate correct resource for feasibility Refine and detail all project goals Should be concluded by target specifications Evaluate achievability / workload / timing / risks Could include initial prototype or proof of concept Synthesize all these elements: NPR document (or equivalent) = plans / costs / market 021 - 37

Resourcing feasibility phase Feasibility analysis requires some work Even 2% of a 12 M*months project = 1 WEEK of work! Resource from all teams is required All types of expertise needed to complete the project Resource improperly (or not) allocated will have an impact Can delay project start Can cause incorrect evaluation of project Require later changes (delay) Will generate extra cost in the project Ultimately may lead to project failure 021 - 38

Project goals Goals and scope must be defined before major resource is committed Every project has 3 primary goals: To create something (product, procedure, service, etc.) To complete it within a specific budgetary framework To finish it within an agreed upon schedule Beyond these primary goals are other goals (or requirements) that have to be specified, and that actually define the project 021 - 40

Criteria for setting great goals Great goals must be: • S • M • A • R • T • Specific • Measurable • Achievable • Relevant • Time-bound … and have clear responsibility assigned Ref: TQEM course and S & K Baker - The complete idiot’s guide to project management 021 - 41

Requirements management target Build the right thing Understanding what you must build … … before you’re finished building it Building the important things first Managing changing requirements 021 - 43

Requirements management Issues: Vague or implicit requirements Non-requirements or perfectionism Conflicting or non prioritised requirements Scope creep or poor change process Benefits: Reduce rework & facilitate testing Minimise impact of requirements changes Better market understanding Avoid wasting effort on features that won’t be used We are in control & shorter time to market 021 - 44

A flow for requirements development project vision & scope Obtain non-functional requirements functional reqs use cases feasible, costed, prioritised reqs Analyze traceability matrix Specify verifiable, traceable reqs requirements baseline Verify 021 - 45

Requirements development Obtain Business requirements User requirements Functional requirements Non-functional requirements: Quality attributes Manufacturing Others 021 - 46

Requirements developmentAnalyze Prioritization Classification schemes: Must have / want. High / medium / low Analytical approach: Value Relative cost Helps project manager: Plan for staged releases Make trade-off decisions Respond to requests for change 021 - 47

Requirements developmentSpecify & verify Write down the requirements in a structured way: Label each requirement with a unique ID Identify each requirement’s origin Create a traceability matrix From the requirements specification, could you: Define acceptance criteria? Write test cases? Write the user manual? Design and implement a solution? 021 - 48

Requirements development Once the baseline is frozen Requests for change are inevitable Change proposals should be formally requested, reviewed and a decision made on whether to incorporate or not into the project 021 - 49

Evaluation of the requirements For each requirement defined, evaluate: Achievability How can we do it ? – solutions exist ? – Technologies? Can we reuse existing IP or solutions? Work load / planning Volume of resource required with detailed type & skill Possible planning (when these resources can be allocated) Cost breakdown Total development cost (resource / material / tools) Production cost Risk evaluation Market risk (replacement part / proven market / new field) Technical risk level (reuse / proven solution / new solution) Planning risk (critical paths / margins) 021 - 50

Program Overview