1, why is IPD introduced at this stage?
2. What are your company's short-term and long-term goals and plans?
3. As a high-tech company, how to evaluate the company's technical ability and position in the same industry, and how to maintain or improve it.
4. What are the key factors of the company's success?
5. Which do you pay more attention to, IPD system optimization or IT?
6. How to evaluate the advantages and disadvantages of your competitors and your company?
Frequently asked questions at the vice president level:
1, what do you think IPD wants to solve most?
Department head question:
1, how do you evaluate the capacity building level of your department? If the score is 10, what is your score? What is the difference?
2. How do you plan to improve?
3. Pay attention to the number of departments and professional experience. Have you changed departments?
It is very good and logical to interview people at different levels and design a very targeted and suitable object for the project to interview and confirm each other. Don't tell the interviewer these questions in advance to avoid preparing in advance.
Views on the basic practical problems of customer companies after learning IPD: You can try, but don't use the banner of IPD, because change has its objective laws and can't violate them. The route of change must be well designed, just like nine-year business education, which is an objective law.
As long as IPD reform changes middle and high-level enterprises, grass-roots employees will also change accordingly. Therefore, the training and concept introduction of IPD project must be attended by middle and senior managers.
Discussion and design of concept introduction training;
Conceptual training-top-level problem group discussion-focusing-merging-refocusing to form 7 top-level problems-case description-preliminary discussion of solutions
Team building after concept introduction training
1, team name
2. Set a slogan
3. draw a logo
4, formulate team discipline and punishment measures.
Step 5 shout it out
6. Collective signature
7, the classroom discipline is clear, and the mobile phone is silent in the pocket.
8, team work visualization, fines should have detailed accounts, and expenses.
IPD works horizontally like a rope. As soon as the rope is pulled, you will find out which functional area is short board and where there is short board. If there are shortcomings, find the direction in the construction of vertical functional departments.
The product manager and the project manager are the authorized representatives of the general manager in product management; The core representative of the horizontal team is the authorized representative of the functional director. If the vertical and horizontal members are weak, the corresponding supervisor is responsible. Therefore, functional directors should improve the ability of core field representatives, train people and improve their field ability. The head of the horizontal team gets the management authorization of the product project from the general manager, so it is understood that the project manager will not be hidden in the R&D department and cannot have cross-departmental influence.
There is a standard answer to the product development process. If the current practice is different from the standard answer, it is not necessarily a problem. The key is to see if there are any bad consequences. If the result is not good, it must be changed. If there is no problem, don't change it. Changing everything and adding stages and audit points will increase management costs. Fine management needs to manage costs.
About DCP and TR audit
From a practical point of view, the most important thing for IPD system operation is to hold two meetings: TR review meeting and DCP review meeting. If we can't grasp it well, the whole system will "collapse" and eventually collapse! The mechanism of TR and DCP is to turn the review of TR/DCP into a confirmation meeting and finally into a decoration, and most problems are discussed and solved before the meeting. The review meeting system is a subversion of the "countersignature system".
The market is like a battlefield. Before dropping bombs, we must analyze the battlefield situation, compare the market situation with the enemy's strength, and then we can formulate the "bomb" dropping strategy, where, when, how big and how many bombs to drop. Only in this way can we blow up the mountain.