The New Product Introduction Process

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Introduction: The New Product Introduction Process

The NPI process is intended to facilitate product development within Juniper, from concept definition through to end-of-life. Each product requiring a new model number is associated with an NPI Program unless an exception is granted by the ERT. The NPI Phase Exit Requirements document, J3.02.P15.M01, provides detail of the key cross-functional requirements for each phase to proceed to the next. Additional requirements may be embedded in other I2O business processes. An NPI team will manage the product development through the various phases of the NPI process. An exit review is required to transition between phases. The NPI process is more precisely called the Phase Gate (NPI) I2O business process (Link). Phases 0 through 4 are documented in the NPI Phases 0 through 4 process map (Link).

NPI Teams (Phase 0 – Phase 4)

The NPI Team for each project may consist of the following members, although the exact membership will vary from team to team depending on the project and the phase.

• NPI Program Team Lead (Typically a program manager)
• Engineering Lead (Typically either the Hardware or Software Representative) • Hardware Lead
• Software Lead
• Global Support, Service Readiness
• Manufacturing Program Manager
• Documentation Representative (i.e. Tech Pubs)
• Product Management Representative
• Product Marketing Representative
• Solutions Marketing Representative
• System Test Lead
• Beta Test Representative
• Finance

Note that the NPI Team is separate from the corresponding project teams from various departments (e.g. engineering, CS, etc). The representative of the appropriate department should report project team status and issues to the NPI team.

NPI Phase Descriptions

Phase 0: Concept and Feasibility:
Objectives:
P0 is a broad-brush, scoping phase. It is not necessary to resolve detailed questions before exiting P0. It is necessary to have a general idea of product requirements, a general engineering approach to meeting these requirements, and the resources and time needed to meet them (i.e. preliminary staffing). P0 activity begins with the definition of market requirements based on input from customers and the field. A preliminary business case should be made. All work by and commitments to outside vendors before Phase 1 exit must be explicitly pre-approved by the BU GM and Controller, covered by an approved PO (purchase order), and identified at the Phase 0 and Phase 1 exits. Exit Goal:

To determine whether the business case for the project has enough merit to warrant further, more detailed scoping and investigation.

Phase 1: Planning and Specification:
Objectives:
P1 involves the formulation of a detailed description of the product that will be delivered based on the product requirements, a detailed design approach and a committed project plan (including project cost, product cost, resources, scope). The commitments must be summarized in the project contract, and committed across BGs, if applicable. The business case must be updated based on committed costs, planned revenue, and the PDD. Exit Goal:

This is the official program “go/no go” decision. At this point either the program is approved and company resources are committed, or the program is redirected, suspended, or cancelled.

Phase 2: Design, Implementation, and Prototype:
Objectives
P2 includes hardware and/or software detailed design, implementation and testing up to the point of release to system test. First prototypes are also delivered in this phase. Exit Goal:
To ensure functional completeness to the requirements and stability in preparation for system test.

Phase 3: System Test
Objectives:
P3 begins with entry into system test and ends with release to beta test and the start of Manufacturing pilot build. Beta and evaluation unit test plans that include typical customer...
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