Part 1: Understanding Integrated Product Development
Part 2:Applying IPD Methodology to Project Management
Part 3: Appendices

PURPOSE AND USE OF THIS MANUAL

PART 1: UNDERSTANDING INTEGRATED PRODUCT DEVELOPMENT METHODOLOGY

I. ABOUT IPD METHODOLOGY A. What is a Methodology? B. IPD Methodology Objectives C. Benefits of the IPD Methodology
i) Helping ensure high quality product and process definition ii) Improving project management iii) Capitalizing on experience iv) Establishing consistency v) Providing a training framework

II. A DETAILED LOOK AT IPD METHODOLOGY PROCESS ARCHITECTURE A. IPD Methodology Business Process Architecture i) Work Breakdown Structure ii) IPD Methodology Process Architecture iii) Customer Deliverables iv) Linkage with BMS



B. Business Process Re-engineering i) Engineering Release Process ii) Other Processes

III. ORGANIZATION OF IPD METHODOLOGY TASKS A. How are tasks organized B. What do I need to know about using this Manual

IV. A TEAM MEMBER'S LOOK AT IPD Methodology A. Integrated Product Development Team Member Responsibilities B. Performing a specific IPD Methodology task
i) Understanding what the task involves ii) Understanding individual work products iii) Gathering necessary materials iv) Performing the task

PART 2 APPLYING IPD METHODOLOGY TO PROJECT MANAGEMENT

V. OUR APPROACH TO PROJECT MANAGEMENT A. What is project management
B. Critical Success Factors
i) A genuine understanding of the project ii) Executive commitment to the project iii) Effective leadership by the Product and Functional Directors iv) Organizational adaptability v) Commitment to planning and control




C. Interrelationship of Roles

VI. ROLES AND RESPONSIBILITIES A. The Customer B. The Partner C. The Sponsor D. The Product Director E. The Functional Director F. The Project Manager/Engineer G. The Functional Manager H. The Project Coordinator I. The IPDT Leader J. The Team Member K. Support Functions

VII. PROJECT STRUCTURING AND PLANNING A. Our Approach i) The Benefits ii) What Structuring and Planning Entail iii) Confirming the Project Scope and Environment


B. Project Structuring i) Subphases and Deliverables ii) Risk Assessment iii) Program Review iv) Project Management and Development Approach v) Project Organization vi) Engineering Change Management





C. Selecting and Tailoring Subphases and Deliverables i) Tailoring Subphases and Subphase Objectives ii) Tailoring Deliverables and Sections of Deliverables iii) Performing Risk Assessment


D. Tailoring the Program Review Process i) Selecting Program Review Points ii) Selecting the Types of Program Review Participants iii) Determining the Involvement of the Program Review Executives iv) Outlining Program Review Requirements



E. Project Planning i) The Workplan ii) Planning Activities iii) Building Quality Into Your Project Workplan iv) Strategies and Plans within IPD Methodology Process Architecture



F. Project Structuring and Planning Checklist i) Project Scope and Environment Confirmation ii) Project Structuring iii) Project Planning

VIII. RISK ASSESSMENT A. Performing a Risk Assessment i) When Should a Risk Assessment Be done? ii) The Risk Assessment Process iii) The Risk Assessment Questionnaire


B. Strategies for Managing Risks i) Managing Cost Risks ii) Managing Structure Risks iii) Managing Technology Risks

IX. PROJECT INITIATION AND EXECUTION A. Project Initiation

i) Organizing and Briefing the Project Team
ii) Conducting Project Team Training
iii) Setting Up the Project Environment

B. Project Execution

i) Monitoring Project Work
ii) Progress Reporting
iii) Managing Engineering Change
iv) Replanning the Project
v) Conducting or Coordinating Meetings

X. ENGINEERING CHANGE MANAGEMENT AND CONFIGURATION MANAGEMENT

i) Requesting an Engineering Change
ii) Engineering Change Management Log
iii) Evaluation of the Engineering Change Request
iv) Disposition of the Engineering Change Request

XI. PROGRAM REVIEWS

XII. PROJECT WRAP UP

PART 3: APPENDICES