rev. 0 confidential mod.19 02/00 rev.2 mobile terminals s.p.a. trieste 15.11.2001 author:...

Trieste 15.11.2001 Author: M.Fragiacomo, D.Protti, M.Torelli

1Rev. 0 CONFIDENTIAL

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Mobile Terminals S.p.A.


Telit R&D Project Management

Author: M. Fragiacomo, D. Protti, M. Torelli Telit Mobile Terminals S.p.A. viale Stazione di Prosecco 5/b

Sgonico (Trieste) Date: 15/11/2001



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• The Telit R&D Division is organised according to four main areas: Advance Development, Product Development, Technologies and Software Methodologies.

• The Advance Development area deals with basic or applied R&D development activities.

• The Product Development area aims to the development of product.

• The Techologies Area deals with the development and test of physical platforms.

• The Software Methodologies Area aim to the improvement of the software development.



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OUTPUT AREA - INCOMES

IMPUT AREA - COSTS

PlatformDevelopment

ProductDevelopment

ProcessEngineering

Factory

University ResearchesSilicon vendor

High TechnologiesKnow How

Technology PlatformsMMI Software

Final products(prototypes)

Final Products

Validated platformsKnow How

Demostrators

Designed Products(Lucent like)

Engineered Products(UbiNetics like)

ToolsFinal Products



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Telit R&D Organisation Breakdown

MIS STAFF

ASWSW Integration

HW RF Analog HW Digital HW VALIDATIONPhysicalDesign

ElectricCAD

ProductEngineering

Prototyping

R&D

Product development

ENGINEERING

ProjectManagers



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Telit R&D Organisation Breakdown

TechnologiesDevelopment

Platform Development

ProductTests

Research &Standards

EMCProtocol

StackApplications Layer1

Operating Systems& Tools

HDB HW RF

SOFTWARE HARDWARE

Advanced DevelopmentTechnologies SW Methodologies



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• The activities are organised in projects performed by teams deriving from the various functional departments of each area. At this aim the R&D organisation is a matrix.

• In the columns of the matrix the functional departments are present and ruled by department leaders. In the rows the projects (both thematic and product) co-ordinated by the project managers are present. See Organisation chart for clarification.



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Matrix Organisation

Dept. A Dept. B Dept. C Dept. D Dept. E

Project Manager 1

Project Manager 2

Project Manager 3

AdvancedDevelopment

Business Management



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The projects are of two basic categories: thematic (platform) projects and product projects. In thematic projects hardware, software or mechanic activities not directly related to a specific product are carried out.



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Product projects, planned in order to obtain a pre-industrial product, include activities for the realisation of parts even designed or developed in thematic projects. In respect of time to market requests it is necessary to co-ordinate the product project activities with the ones of one or more thematic projects.



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It is better sometimes to think of a product project as a multi-project programme, including several thematic projects as part of it. The software groups work on several thematic projects; these projects converge into one or more product projects. We can say that various thematic projects form a programme leading to the finalisation of a product.



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The following picture from the document “GPRS Product Organisation“ is an example of a product project breakdown organisation. In the example the software area is compound by groups deriving for the functional departments and organised in thematic projects (e.g. 0148 – SW platform project, 0171 – Protocol Stack GPRS project).



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Purchasing Marketing

Engineering

RF Audio Base BandPow er

ManagementElectric

CADPhysicalProject

ProtoypingProduct

Engineering

Physical Tests and technological development

BaseSystem

(prj. 0148)

PS, L1 GPRS(0171, 0148 proj.)

PS GSMDoB

(0148 prj.)

MMI - UCI0(0218 proj.)

GPRS SW TEST

(0207 proj.)

Hardw are

GPRS Product

Softw are

GPRS Product Organisation



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Telit GPRS RoadMap: The relationships among thematic and product projects are depicted in the following figure from the document “Draft Mid-Term Telit R&D GPRS Product Roadmap”

First GPRS

Product

0148 SW platform

0148 L1 GPRS

0171 PS GPRS

0146 BlueTooth

0218 UCI 0 & BAS

0197/0148 DoB

0148 BS GPRS

GP

RS

Pro

gra

mm

e

0207 GPRS TEST

Ad

d-o

n T

ech

.

0230 GPRS VIDEO

GPRS Picture Phone

Second GPRS

Product

0228 New HW Platform



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• A roadmap is a mid-term plan of R&D activities.

• A roadmap is a document showing the availability of platforms and products and their mutual affection during the period of the mid-term plan.

• To develop a platform or a product activities are organised in projects.

• Sometimes a project is better referred to as a programme as more projects are necessary for the aim.



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• Each project must be organised by a pool of people deriving from the various organisational department in the organisational matrix. A project leader is request to drive the project but with a reference for the main functional phase (HW, SW, Physical Project).

• This must occur both in project and in platform projects.



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• Sometimes, a product project leader is required to co-ordinate the activities of the platform projects involved in the final product.

• Sometimes, more products will be integrated with the same features realised in more platform projects. In this case Platform and Product activities must be co-ordinate and linked.



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Mobile Terminals S.p.A.Platform & Product

APTIX

RESEARCHPHASE

PLATFORM DEVELOPMENT PHASE PRODUCT DEVELOPMENTPHASE

• University;• European Projects;• Standardization;• Specifications;• Common tools;• Common

Methodology.

HW RF

PURCHASESpecification

HW Si discrete

components

ES Pi

HWDIGITAL FPGA

uP DSP

sw

PCB

IC SW

DESIGN

EVB

ALFABETA

PURCHASE

S

Y

S

T

E

M

Physical project



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t

INVESTMENTS PROFITS

RESEARCH

SYSTEMDESIGN

PLATFORM

DEVELOPMENT

PRODUCT

DEVELOPMENT

6 -14 months

ETSI3G, 4G

V. Framework PRODUCTION

SALES

SERVICE SUPPORT,…..PHASE

OUT

ADVANCED DEVELOPMENT



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• A programme compound by more projects is also referred to as a multi-project programme

• In these case the project leaders of the linked projects of the programme form a committee for a continuous control of the main milestones.

Roadmap



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• Several platform projects contribute to the development of subsystems to be integrated into future products.

• These subsystems must be as stable as possible in order that they could be integrated into as many products as possible with little or no effort.

Roadmap



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• To prepare a roadmap several meetings are necessary, involving all the potential project and company leaders. Some main milestones must be fixed according to when the products must be issued on market.

• Each project leader will know when to produce deliverables. The platform project leaders will focus on these targets and, in the meanwhile, communicate possible critical paths that might rise.

Roadmap



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• Further meetings will be organised in order to focus all the critical paths and as a consequence the General Direction will be informed on possible investment needs.

• The Planning and Business Management office will collect all the information regarding time schedule, resource allocation, investment budget in order to cross all the data and to investigate possible labour overlapping and missing specifications.

Roadmap



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• At this aim each project leader will organise the project. The product project leader will work according to the project iter procedure (the template for the planning of a product project). The platform product project will first prepare a document for the specifications of the project and how the activities will be organised.

Roadmap



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• Each product project leader will deliver a feasibility report regarding the new product. The same document or a similar one will be required from the platform project leaders.

• The feasibility report is what is necessary to describe the project, the risks to be faced, the possible evolution and income, and to convince the company to realise the mentioned product. The following information will be requested:

Roadmap



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• Brief description of the product

• Project Planning • WBS (Work BreakDown structure)

• Necessary resources (Project Team or Organisation BreakDown Structure)

• The Time Schedule

• The Budget of Costs

• The Product cost

• The critical points

• Final Comment

Roadmap



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A last important highlight is the convergence of the roadmap with those of the silicon vendors involved into the platform projects. Hence, the milestones of the roadmap derive from the company inputs and from the links to those necessary for the development of new chipset and critical components.

Roadmap



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As a summary the following documents are issued for a product roadmap:

- the Feasibility Report(s – if a roadmap of products is required)

- the annexes regarding the Gantt Chart, the Detailed Budget, the Human Resources Allocation

- the roadmap of the product families and of project families (when platform projects are involved for the development of a new product)

- the detailed technical note (the description of the specifications of the product)

- other documents validating the project

- the evaluation of when and how big the returns will be

Roadmap



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Mobile Terminals S.p.A.Iter of a new product project

• The iter of a new product project is a template used for planning and management of a product project. It is mainly compound by engineering, design and development of hardware and mechanics parts with integration of software features. The software features are issued several times as new releases as outputs of thematic projects.

• The design process is compound by a certain number of stages quite enough to guarantee the process control.



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• Each stage include as many activities as possible as to obtain outputs which can be papers, physical deliverables (such as HW platform and so on) necessary to monitor the performance of the process.

• For each stage some indicators will be therefore evaluated and will constitute the inputs for the next stages.

The following figure depicts the process of the iter of a new product project.



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rev. 0 confidential mod.19 02/00 rev.2 mobile terminals s.p.a. trieste 15.11.2001 author:...

Documents

development of product

torelli telit mobile

product development

confidential mod

software development

product projects

advance development

product coordinated