E2E-業(yè)務(wù)計劃決策評審指南.doc

BUSINESS PLAN ASSESSMENT GUIDE V3.0 業(yè)務(wù)計劃評估指南 第3.0版 總則該指南旨在保證IPMT與PDT能夠在整個開發(fā)周期過程中，全面考慮業(yè)務(wù)與項目的所有方面。IPMT與PDT團隊?wèi)?yīng)當(dāng)用這些問題為決策評審點的評審作好準(zhǔn)備。PDT團隊?wèi)?yīng)該在會前與相應(yīng)的IPMT成員共同審閱提議，并確保在事先商定好的時間將DCP材料提交給所有IPMT成員。概念決策評審點Y/N 該業(yè)務(wù)計劃是否體現(xiàn)了足夠的業(yè)務(wù)潛力，有望形成可行的產(chǎn)品包？對市場的理解Y/N 是否已經(jīng)理解了市場，是否已定義并選出了目標(biāo)細分市場？是否采用PDC和/或SPAN/FAN方法對吸引力進行了優(yōu)先級排序？ Y/N 是否確認了客戶需求？Y/N 所選細分市場是否支持并與公司的業(yè)務(wù)愿景、使命、目標(biāo)和戰(zhàn)略相一致？Y/N 采用了哪些方法從客戶那里收集需求（直接和間接）？產(chǎn)品包Y/N 該概念階段業(yè)務(wù)計劃真的具有競爭力嗎？Y/N 是否已經(jīng)對該產(chǎn)品包進行了定義，使其體現(xiàn)出業(yè)務(wù)機會的特征（傳統(tǒng)與新興或新市場相比）?Y/N 是否做出了SPAN（戰(zhàn)略地位分析）圖，對產(chǎn)品包進行描述和說明，支持市場細分計劃？Y/N 是否定義了促使客戶做出購買決定的驅(qū)動因素？Y/N 是否確定了市場中的競爭產(chǎn)品包（到GA時）？如何打敗它們？Y/N 我們的計劃是否足以驗證該產(chǎn)品包是客戶所需要的產(chǎn)品包？Y/N 是否定義了該產(chǎn)品包的主要競爭性差異？這些差異是否有意義？Y/N 是否定義了該產(chǎn)品包的易用性目標(biāo)？ Y/N 華為是否有針對這些細分市場的其他產(chǎn)品包？該產(chǎn)品包是否與它們有沖突？Y/N 是否考慮了跨產(chǎn)品/產(chǎn)品線的需求？Y/N PDT使用的是否是經(jīng)簽發(fā)的產(chǎn)品包DCP模板？Y/N 是否已明確了PDT所有主要成員且已到位？業(yè)務(wù)潛力（相對其他產(chǎn)品包而言）Y/N 該產(chǎn)品包業(yè)務(wù)計劃是否可盈利？Y/N 這項投資是否與本領(lǐng)域現(xiàn)有投資相協(xié)調(diào)？Y/N 是否確定了業(yè)務(wù)風(fēng)險？Y/N 是否明確了該市場上華為其他跨產(chǎn)品線，以及產(chǎn)品線產(chǎn)品包？相對于該產(chǎn)品包，它們是如何定位的？Y/N 該產(chǎn)品包在目標(biāo)細分市場上屬新的/升級產(chǎn)品包，還是與其他產(chǎn)品包共存？ 開發(fā)計劃Y/N 是否可制定一個具有可接受風(fēng)險的開發(fā)計劃？Y/N 該產(chǎn)品包的范圍和定義是否足夠清晰、肯定，可以轉(zhuǎn)入到下一個階段？Y/N PDT的業(yè)務(wù)計劃是否包含項目初步的時間進度表以及計劃階段的目標(biāo)日期和主要里程碑？Y/N 是否明確了主要風(fēng)險及其潛在的影響？Y/N 對于該產(chǎn)品包，是否考慮了公司和/或業(yè)務(wù)領(lǐng)域的環(huán)境目的與目標(biāo)？Y/N 是否能夠獲得人力資源？他們是否具有完成下一階段工作所必需的技能和經(jīng)驗？若沒有，如何獲取實施下一步工作所需的資源與技能？Y/N 是否已確定了完成計劃階段工作的主要PDT人力資源？Y/N 如果這是一個“關(guān)鍵”項目，是否給PDT分配了一名經(jīng)認證的項目經(jīng)理或指導(dǎo)者？Y/N 是否已經(jīng)審視過以前項目的經(jīng)驗教訓(xùn)總結(jié)，并在制定該項目的業(yè)務(wù)計劃時做出了考慮？Y/N 分銷渠道Y/N 針對選定的細分市場，現(xiàn)在是否具備有效的渠道？Y/N 是否選定了要用的渠道？Y/N 是否需要新的渠道？若需要，是否已經(jīng)準(zhǔn)備好了建立新渠道的計劃？Y/N 是否需要解決一些戰(zhàn)略問題，比如業(yè)務(wù)伙伴、技術(shù)許可、聯(lián)盟、OEM等？ 計劃決策評審點Y/N 建議產(chǎn)品包能否被及時開發(fā)，推向市場并贏利？具有競爭力的產(chǎn)品包（渠道與客戶）Y/N 對于渠道和客戶，所定義的產(chǎn)品包是否具有競爭力和吸引力？Y/N 是否理解了細分市場和客戶的購買標(biāo)準(zhǔn)？市場調(diào)研與客戶反饋是否支持它們？ Y/N UCD 數(shù)據(jù)能否體現(xiàn)出華為的產(chǎn)品包相對于業(yè)界最佳的競爭力水平？Y/N 該產(chǎn)品包能否如預(yù)期地在GA/發(fā)布點保持充分的競爭優(yōu)勢？競爭優(yōu)勢能否持續(xù)保持下去？Y/N 是否驗證了該產(chǎn)品包對客戶和渠道的吸引力？Y/N 該產(chǎn)品包是否仍然符合華為戰(zhàn)略？業(yè)務(wù)潛力Y/N 這個業(yè)務(wù)計劃是否仍有充分的業(yè)務(wù)發(fā)展?jié)摿?？Y/N 是否確定了該產(chǎn)品包預(yù)計的盈虧均衡點？Y/N 對該產(chǎn)品包的投資是否符合IPMT制定的投資決策標(biāo)準(zhǔn)？Y/N 對產(chǎn)品機會的財務(wù)分析是否已經(jīng)足夠詳細，可以對該計劃進行評估？（銷量，投資回報率和稅前收入）Y/N 相對于風(fēng)險和所需的資源，是否有足夠的預(yù)期收益（市場份額，利潤率和投資回報率）？Y/N 是否已制定了FAN（財務(wù)分析）圖來描述并證明該產(chǎn)品包能夠支持華為財務(wù)計劃？Y/N 產(chǎn)品包業(yè)務(wù)計劃業(yè)務(wù)摘要模板是不是包含在DCP材料包之中的最終業(yè)務(wù)計劃的一部分？ 開發(fā)計劃Y/N 計劃是否滿足了向客戶承諾的需求？GA前是否會有ESS交付？Y/N 開發(fā)計劃是否切實可行？Y/N 在最終產(chǎn)品包/解決方案業(yè)務(wù)計劃（O/SBP)及支撐文檔中是否對產(chǎn)品包進行了清楚的定義?Y/N 項目范圍是不是已根據(jù)市場和需求分析做出了更改?Y/N 是否有計劃驗證該解決方案是否是客戶所需的解決方案？Y/N 是否是按IPD流程來運作的？Y/N 是否已有項目管理流程？Y/N 是否已驗證IPD流程能否滿足關(guān)鍵的質(zhì)量和交付目標(biāo)？Y/N 在最終業(yè)務(wù)計劃中列出的總體進度是否是基于對所需要的工作量的充分理解？能否抓住市場機會窗 ？Y/N 該產(chǎn)品包的上市計劃是否優(yōu)于華為之前的產(chǎn)品包上市計劃？與主要競爭對手相比呢？與業(yè)界最佳相比呢？ Y/N 是否制定了計劃，并有足夠的資源來滿足世界各地客戶的全球化需要（英語文檔）？Y/N 是否有支撐市場機會窗內(nèi)產(chǎn)品包的營銷與銷售資源？Y/N 是否有Beta, ESS或ESP等早期交付需要？開發(fā)計劃是否支持這類交付？Y/N 是否需要功能的子集用于Beta和/或ESS？該計劃是否能支持交付前對功能子集充分的測試？Y/N 是否制定了計劃，滿足執(zhí)行正式發(fā)布和發(fā)布流程所要求的最終期限？ Y/N PDT經(jīng)理是否理解和同意項目狀態(tài)報告的方法和頻率（DCP會議除外）？Y/N 有沒有更改、問題及爭議管理流程？Y/N 從以前項目中吸取的經(jīng)驗教訓(xùn)是否應(yīng)用到了該項目中？Y/N 是否確定了后續(xù)階段的PDT成員？是否分配了PDT資源？Y/N 計劃是否考慮了所有關(guān)鍵利益相關(guān)人的意見？Y/N 對于所有已確定的關(guān)鍵依賴關(guān)系，在IPMT和PDT中是否有跨部門的代表（或協(xié)調(diào)人）？Y/N 是否是采用公認的預(yù)測方法來確定資源需求的？是否考慮到了意外情況？ Y/N 是否已分配了足夠的營銷與技術(shù)支援資源（技能及資金）來在市場機會窗內(nèi)形成和支持產(chǎn)品包 ？Y/N 市場計劃中是否已完成了發(fā)布活動與交付計劃的框架？Y/N 對超出IPMT權(quán)力之外，但項目所需的外部資源、華為資源以及依賴關(guān)系，有沒有做出承諾的計劃？如何管理這些資源？ Y/N 在質(zhì)量、可用性及可服務(wù)性方面有投資嗎？該產(chǎn)品包是否有一些新的挑戰(zhàn)性的質(zhì)量目標(biāo)？如果有，是否已經(jīng)制定了實現(xiàn)目標(biāo)的計劃？Y/N 質(zhì)量計劃中是否已經(jīng)準(zhǔn)確地反映出了該產(chǎn)品包的質(zhì)量目標(biāo)？質(zhì)量計劃中是否說明了應(yīng)如何完成這些目標(biāo)，以及它們是否符合已經(jīng)過認證的ISO規(guī)范？Y/N 產(chǎn)品包的現(xiàn)場故障率是否將比當(dāng)前在現(xiàn)場運行的產(chǎn)品的故障率低？是否會比競爭對手低？Y/N 是否作出了決策，在設(shè)計中優(yōu)化共用部件的使用和CBB/重用原則？Y/N 是否已驗證有足夠支持該產(chǎn)品包的子部件（硅、技術(shù)器件、構(gòu)件模塊、代碼許可、子系統(tǒng)等）來滿足批量要貨預(yù)測？Y/N 客戶服務(wù)與支持計劃是否包括了該產(chǎn)品包中的非華為要素？Y/N 營銷計劃Y/N 是否定義了發(fā)布活動和交付計劃？是否確定了發(fā)布主題/信息和需要驗證的假設(shè)？Y/N 是否對每個確定的銷售渠道的預(yù)計銷量作出了承諾？是否制定好了銷售激勵計劃？Y/N 是否考慮將支持與服務(wù)作為主要的差異？Y/N 是否做好了計劃，對所有渠道的技術(shù)銷售支持進行利用和宣傳？如何對所有銷售渠道的技術(shù)銷售支持進行宣傳？分銷渠道Y/N 該計劃是否能確保業(yè)務(wù)計劃的迅速成功？ Y/N 是否會有合適的渠道來發(fā)布和銷售該產(chǎn)品包？按地域/細分市場來實現(xiàn)該業(yè)務(wù)計劃？ Y/N 是否已經(jīng)按渠道制定了銷售與技術(shù)支持培訓(xùn)計劃？Y/N 是否明確了銷售渠道沖突，并已制定計劃來解決這些沖突？風(fēng)險管理Y/N 是否制定了風(fēng)險管理計劃？并描述了對所確定的風(fēng)險的應(yīng)對措施？ 可獲得性決策評審點/早期銷售支持決策說明：(A) 只針對ADCP的問題(E) 只針對EDCP和GA的問題如果既沒有標(biāo)注A也沒有標(biāo)注E，那么可認為該問題是針對EDCP或ADCP。Y/N 該產(chǎn)品包是否已經(jīng)做好正式發(fā)布的準(zhǔn)備了？（A）Y/N 該產(chǎn)品包是否作好發(fā)貨的準(zhǔn)備了？業(yè)務(wù)展望Y/N 是否進行了需求追溯，以驗證該系統(tǒng)實現(xiàn)符合已達成共識的需求？Y/N 是否直接同客戶確認了該系統(tǒng)實現(xiàn)，測試產(chǎn)品包是否仍滿足客戶需求與期望？(A)Y/N 是否確認或更新了PDCP合同？針對GA和ESS，承諾的計劃中是否反映了這項交付？Y/N 最終業(yè)務(wù)計劃中的初始訂單評估框架是否仍然可行？ (A)Y/N 該產(chǎn)品包是否已確定了實現(xiàn)盈虧平衡的時間？并與競爭對手、業(yè)界最佳以及以前推出的產(chǎn)品相比較，做出了分析? (A) Y/N 早期銷售機會點狀態(tài)是否支持該產(chǎn)品包的早期交付？(E)Y/N 初始定單是否沒有變化？發(fā)貨質(zhì)量 （針對 EDCP和ADCP，這些問題適用于正在發(fā)貨的產(chǎn)品，而不是整個GA水平的產(chǎn)品）Y/N 新產(chǎn)品包能比得上或超過以前產(chǎn)品的質(zhì)量目標(biāo)嗎 ？Y/N 產(chǎn)品包的所有依賴關(guān)系是否已經(jīng)準(zhǔn)備就緒？是否理解并解決了系統(tǒng)集成方面的考慮因素？Y/N 是否通過IPD流程驗證了設(shè)計穩(wěn)定性？如何驗證的？Y/N 是否有跡象，包括測試結(jié)果，顯示該系統(tǒng)已經(jīng)足夠穩(wěn)定？Y/N 要交付的產(chǎn)品是否成功完成了TR5？或者前面審批通過要交付的功能集是否通過了TR4A？(E)Y/N 產(chǎn)品包測試結(jié)果和客戶評估結(jié)果是否保證了該產(chǎn)品包的一般可獲得性？給出證據(jù)。Y/N 該產(chǎn)品包是否已完成了所有的外部和內(nèi)部認證要求？ (A)Y/N 是否已實現(xiàn)在早期階段確立的可用性、性能和質(zhì)量目標(biāo)？Y/N 從Beta，ESS，ESP和解決方案測試中得到的反饋是否支持GA和ESS的標(biāo)準(zhǔn)？對于GA，也要考慮達到GA水平。是否考慮了從Beta、ESP和解決方案測試中得到的反饋？UCD數(shù)據(jù)是否顯示了華為產(chǎn)品包與主要競爭對手或業(yè)界最佳相比的競爭力如何？(A) Y/N 產(chǎn)品是否實現(xiàn)了質(zhì)量目標(biāo)，以確?？蛻粼谠摦a(chǎn)品包中比以前的產(chǎn)品包更少碰到故障？華為的知識產(chǎn)權(quán)是否得到了保護？Y/N 是否實現(xiàn)了可用性、性能和質(zhì)量目標(biāo)？這些方面是否達到了客戶的期望水平？Y/N 是否準(zhǔn)備好了資料文檔，支撐可獲得性？發(fā)布與宣傳計劃 (A)Y/N 是否準(zhǔn)備好了有效的發(fā)布與宣傳計劃？Y/N 用來與銷售渠道和客戶溝通的關(guān)鍵的行銷主題和信息是否準(zhǔn)備好了？ Y/N 關(guān)鍵的組織是否做出承諾，并完全投入到了產(chǎn)品的發(fā)布之中？（華為的銷售隊伍、業(yè)務(wù)伙伴、獨立軟件開發(fā)商、媒體、顧問、任何其他相關(guān)組織 ）Y/N 是否制定了發(fā)布計劃的所有關(guān)鍵要素，并做好了執(zhí)行準(zhǔn)備？Y/N 是否制定了制作和分發(fā)市場行銷材料的計劃，并做好了執(zhí)行準(zhǔn)備？ 該產(chǎn)品包的發(fā)布是否充分利用了網(wǎng)站？如果是，將如何利用 ？渠道搭建/落實 (A)Y/N 是否已完成了渠道搭建工作？Y/N 是否制定了激勵關(guān)鍵渠道的計劃，并做出了承諾？（華為銷售隊伍、系統(tǒng)集成商、OEM、渠道伙伴、分銷商、VARs（增值再售者）和網(wǎng)站）如何激勵關(guān)鍵渠道？（華為銷售隊伍、獨立軟件供應(yīng)商、系統(tǒng)集成商、渠道伙伴和再售者） 支持結(jié)構(gòu)Y/N 技術(shù)與缺陷支持結(jié)構(gòu)是否到位？Y/N 是否已實施了銷售與技術(shù)支援人員的培訓(xùn)計劃？Y/N 是否準(zhǔn)備好了處理各銷售區(qū)域和渠道中、或各ESS客戶的缺陷和非缺陷問題的資源和計劃？在各個銷售區(qū)域和渠道中，如何處理缺陷？ Y/N 在各個銷售區(qū)域和渠道中，如何處理非缺陷問題？Y/N 是否有計劃來處理跨產(chǎn)品銷售問題和嚴重情況？如何處理？ 是否有計劃來處理跨平臺銷售問題和嚴重情況？如何處理？Y/N 該產(chǎn)品包/解決方案能否大量制造、銷售及支持？(A)Y/N 技術(shù)支援是否成功完成了TR6子流程對照檢查表？(E)Y/N 是否準(zhǔn)備好了遷移計劃，讓客戶承諾升級到GA水平的產(chǎn)品包？(E)Y/N 是否確立了客戶對ESS級別產(chǎn)品的正確期望值？(E)Y/N 是否已做好了客戶返修件維修的準(zhǔn)備？交付 Y/N 是否準(zhǔn)備好了定單履行計劃，來支持新產(chǎn)品包？Y/N 制造是否為批量發(fā)貨做好了準(zhǔn)備？(A) Y/N 是否有足夠的硬件來支持ESS？(E)Y/N 所有ESS的發(fā)貨量是否超過了PDCP頭12個月銷量預(yù)測的10？(E)Y/N 硬件是不是至少達到了SIT水平？(E)風(fēng)險Y/N 業(yè)務(wù)和技術(shù)風(fēng)險是否可接受？是否制定好了風(fēng)險應(yīng)對計劃？Y/N 是否確定了主要的業(yè)務(wù)風(fēng)險？是否制定好了相關(guān)風(fēng)險規(guī)避計劃，并就責(zé)任人達成一致意見？是否確定了主要的技術(shù)風(fēng)險，并制定了相應(yīng)計劃？是否制定了相應(yīng)的風(fēng)險規(guī)避計劃，并就責(zé)任人達成一致意見？是否準(zhǔn)備好了合適的生命周期計劃，并確定了活動責(zé)任人？ 生命周期決策評審點停止生產(chǎn)DCPY/N 該產(chǎn)品是否正接近計劃的停止生產(chǎn)日期？Y/N 未來3個月內(nèi)是否計劃發(fā)布替代產(chǎn)品？Y/N 采購是否仍能從華為供應(yīng)商處獲取關(guān)鍵部件？Y/N 是否有足夠的庫存或計劃庫存來支持預(yù)期銷售？Y/N 該產(chǎn)品若繼續(xù)留在市場上，是否仍能為華為獲得利潤？Y/N 生產(chǎn)成本的增加是否已超過了預(yù)計成本，且無法追回？Y/N 是否制定了計劃來利用部件庫存和成品庫存？Y/N 是否為停止生產(chǎn)后客戶返修件繼續(xù)維修準(zhǔn)備了相應(yīng)條件？停止銷售DCPY/N 該產(chǎn)品是否到達了計劃的停止銷售日期？Y/N 該產(chǎn)品在其細分市場的市場份額是否正在減少？ Y/N 是否存在或規(guī)劃了替代或后續(xù)產(chǎn)品包，讓客戶向其遷移？Y/N 該產(chǎn)品若繼續(xù)留在市場上，是否仍能為華為獲得利潤？Y/N 銷售額是否多個季度低于預(yù)期水平？停止服務(wù)DCPY/N 該產(chǎn)品是否接近承諾的停止服務(wù)日期？Y/N 華為是否能繼續(xù)獲取用于服務(wù)的關(guān)鍵部件？Y/N 服務(wù)利潤是否已降至低于預(yù)期？Y/N 服務(wù)費用的增長是否已超過預(yù)期水平，且無法恢復(fù)？Y/N 華為是否有其他產(chǎn)品，供現(xiàn)有客戶向其升級？Y/N 是否有在計劃的停止服務(wù)日期之后，仍需處理的客戶保修承諾？GeneralThis guide was prepared to ensure IPMTs and PDTs consider all business and project aspects throughout the development cycle. These questions should be used by IPMT and PDT teams in preparation for Decision Check Point reviews. The PDT team should review the proposal with the appropriate IPMT members prior to the meeting, and ensure that the DCP package has been sent to all IPMT members on the agreed-to schedule.Concept Decision CheckpointY/N Does the business plan have enough business potential to be viable as an offering?Marketplace UnderstandingY/N Is the market place understood and are target markets segments defined and selected? Was the attractiveness prioritized using PDC and/or SPAN/FAN method? Y/N Have customer requirements been validated?Y/N Can the selected segments be aligned with and support the business vision, mission, goals, and corporate strategy? Y/N Which techniques of collecting requirements from customers (both directly and indirectly) have been used?OfferingY/N Is the Concept business plan genuinely competitive?Y/N Has this Offering been defined in order to characterize the business opportunity (traditional versus emerging or new market)?Y/N Were SPAN (Strategic Positioning Analysis) charts developed to describe and justify an offering in support of a segment plan?Y/N Were the drivers of the customer purchase decision defined?Y/N Were the competitive offerings in the market identified (at the time of GA), and how will they be beaten? Y/N Are there sufficient plans to validate this offering in the eyes of the customer? Y/N Are the offerings key competitive differentiators defined and meaningful? Y/N Is the ease of use objectives for this offering defined? Y/N Are other Huawei offerings addressing these market segments and does this offering conflict with them? Y/N Have cross-product / cross-product line requirements been taken into consideration? Y/N Are the approved offering DCP templates being used by the PDT? Y/N Are all key members of the PDT identified and available?Business Potential (relative to other offerings) Y/N Is there a profitable business plan for this offering? Y/N Does this investment fit with current investments in this area?Y/N Have the business risks been identified? Y/N Have the other Huawei Cross-Product Line and Product Line offerings in this market been identified and have they been positioned against this offering? Y/N Is this offering a NEW /UPGRADE/GOING TO CO-EXIST in the target market segment? Development PlanY/N Can a development plan be created with an acceptable risk?Y/N Is the scope and definition of the offering sufficiently clear and stable enough to move into the next phase?Y/N Does the PDTs business plan include a preliminary project schedule and target date with major milestones for the Plan Phase?Y/N Are the key risks and their potential impacts been identified? Y/N Have corporate and/or division environmental objectives and targets been taken into consideration for this offering?Y/N Are resources available and do they have the necessary skills and experience to complete the next phase? If not, how will the resources and skills be obtained that will be needed for implementation?Y/N Have key PDT resources been identified to conduct the plan phase?Y/N If this is a key project is there a qualified Project Manager or a mentor assigned to the PDT?Y/N Have lessons learned from previous projects been reviewed and considered during creation of this project business plan?Distribution ChannelsY/N Do effective channels exist for the selected market segments?Y/N Have the Channels, which are to be used, been selected?Y/N Are any new channels required? And if so, are the plans in place to create them?Y/N Are there any strategic issues to be resolved such as partnerships, technology licensing, alliances, OEM, etc.? Plan Decision CheckpointY/N Can the proposed offering be made and marketed profitably, in a timely manner?Competitive Offering (channels and customers)Y/N Is the defined offering competitive and attractive for channels and customers?Y/N Is the market segment and customer buying criteria understood and is it supported by market research and customer feedback? Y/N Does the UCD data show the competitiveness of the Huawei offering vs. the best of breed offering?Y/N Is the offering expected to provide sufficient competitive advantage differentiation at the time of GA/release? And will the competitive advantage be sustainable? Y/N Has there been validation of the offering attractiveness to customers and channels? Y/N Does the offering continue to fit with Huawei strategies?Business PotentialY/N Does the Business Plan still have enough business potential?Y/N Has expected time to break even been determined for the offering?Y/N Does the investment in this offering fit within the investment decision criteria guideline established by the IPMT?Y/N Is the financial analysis of the opportunity sufficiently detailed to assess the program? (volumes, ROI, and PTI)Y/N Are the anticipated benefits (market share, profitability, and ROI) adequate for the risk and resources needed?Y/N Have FAN (Financial Analysis) charts been developed to describe and justify this offering to support Huawei financial plans?Y/N Are the Offering Business Plan Business Summary templates a part of the Final Business plan included in the DCP package? Development PlanY/N Have customer committed requirements been addressed in the plan? Will there be any ESS delivery prior to GA?Y/N Is there a realistic development plan?Y/N Is the offering clearly defined in the final O/SBP and supporting documentation?Y/N Has the scope of the project changed based on market and requirement analyses?Y/N Are there validation plans for this solution in the eyes of the customer?Y/N Is the IPD process being followed?Y/N Is there a Project Management process in place?Y/N Has the IPD process been validated to meet the key quality and delivery targets?Y/N Is the overall schedule as documented in the final business plan based on a sound understanding of the work required, and does it meet the market window?Y/N Is the Time to Market plan of this offering better than previous Huawei offerings, vs. key competitors, and best of breed? Y/N Are plans and resources in place to meet the globalization (English language documentation) needs of worldwide customers?Y/N Are marketing and sales resources available to support the offering within the market window?Y/N Is early delivery needed for Beta, ESS or ESP? Does the development plan support such delivery(s)?Y/N Is a subset of function needed for Beta and/or ESS? Does the plan support sufficient test of the subset prior to delivery?Y/N Are plans in place to meet the required deadlines for execution of the announcement and launch processes? Y/N Does the PDT Leader understand and agree with the approach and frequency of project status reporting (excluding DCP meetings)?Y/N Are changes, issues, and dispute mgt. processes in place?Y/N Have lessons learned from previous projects been applied? Y/N Is the PDT membership in place for the subsequent phases? Are PDT resources assigned?Y/N Does the plan reflect input from all critical stakeholders?Y/N Is there cross-organizational representation (or interlock) in the IPMT and PDT for all identified critical dependencies?Y/N Were the resource requirements established using accepted estimating practices and was appropriate contingency included? Y/N Are all the marketing and technical support resources (skills and funds) assigned sufficiently to create and support the offering within the market window?Y/N Has a Launch Activities & Deliverables plan outline been completed in the Market Plan?Y/N Are there committed plans for any needed external or Huawei resources and dependencies that are outside the authority of the IPMT? Do plans include how these resources will be managed? Y/N Have specific investments been made in the areas of quality, usability, and serviceability? Does this offering have any new challenging quality goals? And if so, are the plans in place to accomplish them? Have the offering quality objectives been accurately reflected in the Quality Plan? Does the Quality Plan state how these goals will be accomplished and do they comply with the ISO regulation that they have been certified?Y/N Will field failure rate of the offering be less than current offerings in the field? Less than competition?Y/N Were decisions made to optimize use of common parts and CBB/Reuse principles in the design? Y/N Have all subparts (silicon, technology components, building blocks, code licenses, subsystems, etc.) supporting the offering been certified to be available to meet the volume demand forecast?Y/N Does the customer service and support plan cover any non-Huawei elements in the offering?Marketing PlanY/N Has the Launch Activities & Deliverables plan been defined with themes/messages and proof points to be validated?Y/N Are the anticipated sales volumes for each of the identified channels committed as well as the sales incentive plans to be put in place?Y/N Have support and services been considered as key differentiators?Y/N Are plans in place for the use of and communication of technical sales support for all channels? How will the technical sales support for all channels be communicated?Distribution ChannelsY/N Does the plan ensure a rapid success of the business plan? Y/N Will appropriate channels be in place to launch and sell the offering? By Geography/Segment to achieve the business plan?Y/N Have training plans been developed for Sales and Technical Support by channel?Y/N Have the channel conflicts been identified and are plans in place to deal with the conflicts? Risk ManagementY/N Is there a risk management plan, including risk response actions for identified risks? Availability Decision Checkpoint / Early Sales Support Decision (A) Indicates the question is for ADCP only(E) Indicates the question is for EDCP & GA onlyIf the question does not contain an A or E, then that question should be considered for EITHER an EDCP or ADCP.Y/N Is the offering ready to announce? (A)Y/N Is the offering ready to ship?Business OutlookY/N Has requirements tracing been conducted to verify that implementation meets agreed-to requirements?Y/N Has the implementation been validated with customers directly to test if the offering still meets customer requirements and expectation? (A)Y/N Is the Plan DCP contract confirmed or updated? For GA and ESS, was this delivery reflected in the committed plan?Y/N Is the initial order estimate, outlined in the final business plan, still firm? (A)Y/N Has the break-even time for this offering been determined and analyzed is comparison to competition, best of breed, and previous offerings deployed? (A) Y/N Does the status of the Early Sales opportunity(ies) justify an early delivery of the offering? (E)Y/N Are the Initial Orders firm?Ship Quality (For EDCP and ADCP, questions apply to the product being shipped, not the entire GA-level product)Y/N Does the new offering equal or exceed quality targets of previous offerings?Y/N Are all of the offerings dependencies in place? Are system integration considerations understood and resolved?Y/N Has the stability of design been validated using IPD processes? Y/N Is there evidence, including test results, to show the implementation is sufficiently stable? Y/N Has the product to be delivered successfully completed TR5, or TR4A as previously approved, for the function set to be delivered? (E)Y