A类模板与流程IPD开发验证及发布阶段流程介绍ppt课件

1、Version日期描述V1.12019年9月6日第一版使大家了解IPD开发、验证和发布阶段流程的主要内容简要介绍IPD框架及流程概述简要介绍计划阶段完成的工作IPD流程开发、验证及发布阶段的主要目标、关注点及交付IPD流程开发、验证及发布阶段的主要角色、活动及主要模板。IPD框架及流程概述开发阶段概述验证阶段概述发布阶段概述候选项目候选项目产品开发团队产品开发团队PDT）满意的顾客满意的顾客 $生命生命周期周期发布发布验证验证开发开发方案方案概念概念集成组合管理团队集成组合管理团队IPMT） 理解市场理解市场市场细分市场细分组合分析组合分析制定市场细制定市场细分策略及计分策略及计划划调整调整

2、&优化优化业务计划业务计划管理市场细分并评估绩效管理市场细分并评估绩效市场信息市场信息客户反馈客户反馈竞争对手信息竞争对手信息 技术趋势技术趋势产品组合产品组合目的目的IPD集成产品开发是一种管理系统，用于优化集成产品开发是一种管理系统，用于优化成功的产品的开发过程及交付质量。成功的产品的开发过程及交付质量。所有利益相关者早期参与的标准化方法所有利益相关者早期参与的标准化方法规范化的带里程碑的流程规范化的带里程碑的流程项目管理项目管理考评考评关键要素关键要素跨部门团队跨部门团队管理管理- IPMT执行执行- PDT结构化流程结构化流程6 个阶段个阶段 4 个决策评审点个决策评审点一流的子流程一

3、流的子流程项目管理项目管理 系统工程系统工程以用户为中心的设计以用户为中心的设计 CBB - 重用重用$APPEALS 管道管理管道管理标杆比较标杆比较 技术管理技术管理考评考评平衡记分卡平衡记分卡IPD 工具工具共用工具共用工具 -业务，技术业务，技术DevMfgMktSvcFinSWFullProcIPD市场管理如下的系统如下的系统: :管理流程管理流程定义的角色定义的角色组织结构组织结构考评和衡量指标考评和衡量指标依赖于：依赖于：各个层次业务的跨部门团队协作各个层次业务的跨部门团队协作对客户和市场的关注对客户和市场的关注清晰定义的各个层次的职责得到履行清晰定义的各个层次的职责得到履行还需

4、要：还需要：信任的环境信任的环境信息开放信息开放对能力的客观认识对能力的客观认识IPD流程采用流程采用VISIO DESIGNFLOW图详细描述，紧密相关的几个文件图详细描述，紧密相关的几个文件是：是：PocketCard、角色和职责、活动描述、项目计划和模板、角色和职责、活动描述、项目计划和模板PHASECONCEPTPLANDEVELOPQUALIFYHuawei Integrated Product DevelopmentElectrical DevelopmentTECH SUPPORTSoftware DevelopmentSalesIPMT/PDT Decision Checkpo

5、ints & Key Milestones End of LifeFINANCEAvailabilityLIFE CYCLEDeliverable / Update Checkpoint Annc = AnnounceAvail = AvailabilityBmark = BenchmarkCert = CertificationConfig = ConfigurationCtl = ControlCust = CustomerHL = High LevelID = IdentifyInfo = InformationLL = Low LevelLMT = Lifecycle Manageme

6、nt TeamMech = MechanicalsMfg = ManufacturingMgmt = ManagementPrep = PreparationReqs = RequirementsRFA = Request For AnnouncementP&L = Profit and LossSCT = System Certification TestMANUFACTURINGMarketMgmtOutputLAUNCHConceptPlanTech Review 3Dvlp = DevelopElect = ElectricalEngrg = EngineeringEnv = Envi

7、ronmentEOL = End Of LifeESP = Early Support ProgramGA = General AvailabilitySpecs = SpecificationsSuppt = SupportS/W = SoftwareTech = TechnicalTVT = Translation Verification TestUCD = User Centered DesignWBS = Work Breakdown StructurePocket Card Mar 13, 2000MARKETINGMilestone Develop Business CaseRe

8、fine Business CaseTech Review 5Tech Review 4Tech Review 6Develop Initial Financial AssessmentContractRefine Financial AssessmentSupport TakePricing ActionsMechanical Development Dvlp Cust. Service Support Strategy CharterDefine Market ReqsDvlp Mfg StrategyDvlp Fulfillment StrategyDvlp Customer Servi

9、ce Support PlanDvlp Sourcing PlanPROCUREMENTPerformSupplier Analysis Perform Elect HL DesignPerform S/W HL DesignPerform Mech HL DesignDvlp Customer Transition StrategyDvlp Sales Forecast & Marketing StrategyID Serviceability ReqsDevelop Marketing PlanPerform Elect LL DesignPerform S/W LL DesignBuil

10、d and TestSubsystems and Systems(Prototype Units)Dvlp & TestElect HardwareDevelop Manufacturing ProcessProvide Ongoing Customer SupportPerform Mfg Process VerificationRampup ProductionDvlp & Test MechanicalsStartSellingAnncPrepare Sales ForcePrepare Customer Service & SupportTransfer to Mfg Operatio

11、nsCustomer TransitionFulfillmentEarly Support Program (ESP)Prepare for Announcement / RFA / Disclosure/Training Dvlp Cust Transition PlanDevelop Fulfillment PlanDevelop ESP PlanPerform Customer Transition ActivitiesPerform ESP ActivitiesMonitor Sales & CustomersMake Volume CommitsStopSellingNegotiat

12、e ContractsOrder Early PartsSelect Suppliers (Final)Order Production PartsMonitor Supplier PerformancePrepare Pricing LetterAssess P&LMonitor ProductionManage Supply/DemandPerform Monthly ForecastTech Review 1Stop SupportStop MfgPromote OfferingAnnc. OfferingPerform Fulfillment ActivitiesDvlp Projec

13、t Plan WBS Level 1/2Monitor and Manage ProjectSYSTEMS ENGINEERING(includes QA/Reliability)Market Planning & OperationsBusiness Case DevelopmentProject ManagementGAFormPDTDissolvePDT & Form LMTSuppt Prep EOLIPD-AS-20000313-1Dvlp Project Plan WBS Level 3/4Reqs in Change CtlConfig in Change CtlSpecs in

14、 Change CtlTech Review 2EC Release Mgmt BeginsPrepare Project CharterDvlp & TestSoftwarePerform Mech LL DesignProduce Initial UnitsBuild &TestSystems(Initial Production Units)Assess Launch ReadinessSet up ordering env.Load channelsAvail DCP PackageID Manufacturability ReqsDevelop ESP ApproachDvlp Sy

15、stems Test & Cert PlanPerform SCT & BmarkPerform Beta TestingPerform Internal Test (Performance)TestingDevelop Mfg PlanDesign Mfg ProcessDvlp Development Test Equipment and Support Functional TestingSupport Beta TestingAnnc EOLIndustrial Design/UCDDvlp UCD PlanExploreAlternativeConceptsandProvideTec

16、hnologyAlternativesNational Language Support (NLS)Dvlp Translation PlanPerform TranslationInformation Development Dvlp Info PlanDevelop InformationPrint, Ship, Stock InformationPerform Industrial & Ergonomic DesignDvlp Manufacturing Test EquipmentSupport Beta TestingPerform UCD AuditsSupport ESP Cus

17、tomersPrepare for ESP Customer Support Perform UCD EvaluationsSupport Dvlp Sales ForecastLessonsLearned PackageLMT: Maintain OfferingTake Pricing ActionsLMT: Prep EOLPerform TVTPartition & Allocate ReqtsSupport Define Market ReqsMonitor and Manage Requirements, Specifications and ConfigurationsDvlp

18、System Design & SpecShip ESP ProductsManufacturing Operations,Pilot Production, andAdvanced Manufacturing EngineeringTech SupportProcurementhDvlp Offering ReqsPerform Intellectual Property / Capital AnalysisPerform Conceptual Industrial Design Template : Project Charter TemplateActivity ID: IPMT-05

19、Develop Project CharterProvide a high level summary of the IPMT request for a new hardware, software , or services offering including:- The defined opportunity / offering positioning - Brand or market segment - The project guidelines relative to timing and investmentProject Charter Template is Forma

20、ted into the following areas: Purpose:Project NameLaunch to Market, IPD Phase DCPOverview Description Segment:Customer Needs SummaryUse ProfileMarket HistoryCompetitionCompetitiveness of OfferingStrategy Objective Portfolio Positioning:Product Family Roadmap Project Objectives:Price TargetsUnique Pr

21、oject Guidelines Team:PDT Member NamesTemplateIDTask NameResource Names0HUAW EI IPD Concept Phase W BS Project Plan1Develop Project Charter (IPM T-05)2Identify Project ObjectivesIPMT3Describe Market Segment PortfolioIPMT4Describe Geographical Market AssumptionsIPMT5Describe High Level Customer Requi

22、rementsIPMT6Describe Initial Architecture AssumptionsIPMT7Describe Initial Standards AssumptionsIPMT8Describe Initial CBB/Reuse ObjectivesIPMT9Define Initial Quality (RAS) ObjectivesIPMT10Define Initial Warranty ObjectivesIPMT11Form Core PDT Team (IPM T-10)12Identify and Assign PDT LeaderIPMT13Ident

23、ify and Assign PDT Members to ProjectIPMTActivity 1Activity 2Project PlanTemplate #Roles and ResponsibilitiesFinance PDT Core Team Member (FPDT)The Finance PDT member is the focal point for all financial support processes required for the offering. Commitmentsare made on behalf of all finance functi

24、ons. The Finance PDT member provides support for financial and legal areas pertainingto the business case. Offering financial assessments, pricing, business cases, and legal position issue resolution are performedin this area. The Finance PDT member represents business planning, pricing, accounts re

25、ceivable, legal, etc.The responsibilities of the Finance PDT Core Team Member during the Concept Phase include:Refine and Communicate High Level (WBS 1) Financial Plan (FPDT-10)Refine High Level (WBS) Financial Plan TemplateIdentify Key Financial Events / M ilestonesDefine Key Dependencies / Assumpt

26、ionsDevelop WBS Level 2 for Project (FPDT-20)Refine WBS Level 2 Financial TemplatesCombine WBS Level 2 for Project (FPDT-25)Combine WBS Level 2 Financial TemplatesCreate Overall Risk Assessment (LPDT-23)Identify Financial Risks and Management Plans (FPDT)Perform Initial Financial Assessment (FPDT-30

27、)Size HW BOM Cost or Cost of Goods Sold (COGS) (RDPDT)Size Development Costs (RDPDT)Size Production Costs (MNFPDT)Size Customer Fulfillment Costs (MNFPDT)Size Customer Service & Support Costs (TSPDT)Size Marketing, Sales, & Tech Sales Support Costs (MKTPDT)Size Language Translation Costs (RDPDT)Size

28、 Competitive Cost Position (RDPDT)Develop Initial Forecast Assumptions (S)Establish Pricing Targets (FPDT)Define Business Model / Critical Assumptions (FPDT)Validate Initial Target Markets / Prices (MKTPDT)Assess/Verify Current Year Funding Availability (FPDT)Develop Initial Business Case / P&L (FPD

29、T)Make Concept DCP Decision (IPMT-20)Perform Concept Phase CloseoutPerform Formal Phase Exit (LPDT)Update/C lose Information Applications/Databases (LPDT)Adjust/Release Funding (FPDT)Visio Concept Phase DetailPocketcardactivity description探索可选择概念并提供可替换技术：协作产生多个概念并检查每一个的优缺点；选择一个概念进行进一步的定义；提出并评估融入概念的产

30、品、元器件、制造工艺等的多种技术选择；研究外部的产品、元器件和工艺接受新产品要求组建项目开发团队 (PDT)开发初始的产品建议及计划可获得性决策评审计划决策评审开发最终的产品建议并制定计划扩编 PDT，以开展开发阶段工作产品详细设计与开发系统集成测试系统设计验证系统验证测试认证和标杆测试BETA测试，确保符合客户需求确保行销、销售及客户支持准备就绪来自来自IPMT的任务书的任务书charter）概念决策评审扩编PDT，以开展计划阶段工作下一胶片概念阶段概念阶段计划阶段计划阶段开发阶段开发阶段验证阶段验证阶段构造初始产品启动量产填充分销渠道执行客户过渡计划接前页各部门支持发布和供货管理产品运行情

31、况生命周期阶段生命周期阶段发布产品& GA生命终止决策评估生命终止决策评审发布阶段发布阶段产品生命终止转移到服务终了制定初始的市场计划制定初始的市场计划 选择一个选择一个概念概念阶段阶段概念概念方案方案开发开发验证验证华为集成产品开发华为集成产品开发(IPD)流程流程V1.1硬件开发硬件开发技术支持技术支持软件开发软件开发销售销售IPMT/PDT 决策评审点决策评审点 & 主要里程碑主要里程碑 生命周期终止生命周期终止财务财务可获得性可获得性生命周期生命周期交付交付 / 更新更新 决策检查点决策检查点 制造制造市场管理市场管理输出输出发布发布概念概念方案方案技术评审技术评审 3市场市场里程碑里

32、程碑 制定业务计划制定业务计划优化业务计优化业务计划划技术评审技术评审 5技术评审技术评审4技术评审技术评审6初步财务评估初步财务评估合同合同优化财务评估优化财务评估支持采取价格调整行为支持采取价格调整行为结构开发结构开发制定客户服务支持策制定客户服务支持策略略任务书任务书验证市场验证市场需求需求制定制造策略制定制造策略制定订单履行策略制定订单履行策略制定客户服务支持制定客户服务支持计划计划更新供应商更新供应商&物料选择计物料选择计划划采购采购制定初始供应商制定初始供应商&物物料选择计划料选择计划硬件概要设硬件概要设计计软件概要设软件概要设计计结构概要结构概要设计设计制定市场、价格和制定市场、

33、价格和ESP策略策略明确可服务性需明确可服务性需求求更新市场计划更新市场计划硬件详细硬件详细设计设计软件详细软件详细设计设计SDV开发开发 &测试硬测试硬件单元件单元制造工艺开发制造工艺开发提供持续的客户支持提供持续的客户支持产量逐步提升产量逐步提升开发和测试结开发和测试结构单元构单元开始销售开始销售发布发布接受培训和准备销售力量接受培训和准备销售力量准备客户服务准备客户服务&支持支持切换到制造操作切换到制造操作订单履行订单履行准备发布准备发布/ 局部公开局部公开/培训培训制定客户迁移计划制定客户迁移计划制定订单履行计划制定订单履行计划执行客户迁移活动执行客户迁移活动监控销售监控销售&客户客户

34、销量承诺销量承诺停止销售停止销售合同谈判合同谈判确定供应商确定供应商采购生产器件采购生产器件监控供应商表现监控供应商表现损益评估损益评估监控生产监控生产管理供应管理供应/需求需求月度预测月度预测技术评审技术评审1停止支持停止支持终止生产终止生产产品包促销产品包促销发布产品发布产品包包订单履行活动订单履行活动制定项目计划制定项目计划（ WBS1/2级）级）监控和管理项目监控和管理项目系统工程系统工程（包括（包括QA/可靠性）可靠性）市场规划和操作市场规划和操作PDT制定业务方案制定业务方案项目管理项目管理运作流程运作流程GA组建组建PDT支持准备支持准备 EOLIPD-ghh-20190801制

35、定项目计划制定项目计划（ WBS 3/4级）级）需求更改受需求更改受控控配置更改配置更改受控受控规格更改规格更改受改受改技术评审技术评审 2EC发布管理开发布管理开始始准备项目任务书准备项目任务书开发开发 &测试软测试软件单元件单元结构详细结构详细设计设计生产初始产品生产初始产品SIT评估发布准评估发布准备就绪情况备就绪情况设置订单处理环境设置订单处理环境装填渠道装填渠道可获得性可获得性DCP材料材料业务流业务流程程明确可制造性需求明确可制造性需求外部系统认证测试外部系统认证测试 &标杆标杆测试测试测试测试研发研发制定制造计划制定制造计划设计制造设计制造流程流程开发开发“开发测试装备开发测试装

36、备 支持支持 Beta 测试测试发布发布 EOL工业设计工业设计/UCD以用户为中心的设计）以用户为中心的设计）制定制定UCD 方案方案提供技术备选提供技术备选方案方案和和寻求替代概念寻求替代概念翻译翻译资料开发资料开发 制定资料开发和翻译计制定资料开发和翻译计划划开发和验证资料开发和验证资料打印、装运、存储资料打印、装运、存储资料工业工业 & 人机工程设计人机工程设计开发开发“制造测试装备制造测试装备预备预备 ESP客户支持客户支持支持销量预测支持销量预测经验教训总结材经验教训总结材料料采取价格调整行动采取价格调整行动翻译验证测试翻译验证测试分割和分分割和分配需求配需求支持定义市场需支持定义

37、市场需求求监控和管理需求、规格和配置监控和管理需求、规格和配置系统设计和系统设计和规格制定规格制定发运发运ESP产品产品制造操作，制造操作，试生产及试生产及高级制造工程高级制造工程技术支持技术支持采购采购知识产权知识产权/资产分析资产分析概念性工业设计概念性工业设计确定产确定产品包需品包需求求SVT和内部和内部认证认证/标杆测试标杆测试Beta 测试测试 UCD评估评估UCD审计审计 构建模块功能构建模块功能 验证验证BBFV） 规范规范 &现有单元现有单元 新单元新单元制定系统测试制定系统测试 &认认证计划证计划优化财务评估优化财务评估技术评审技术评审4A制定标准计制定标准计划划进行设计检查

38、进行设计检查制定企业标准和内控标准制定企业标准和内控标准支持支持ESP客户客户确定可测试性需确定可测试性需求求进行安装和可服务性测试进行安装和可服务性测试支持支持ESP客户客户装备总体方案和工艺装备总体方案和工艺总体方案设计总体方案设计准备生产初始产品准备生产初始产品执行执行ESP活动活动确定确定BATA和和ESP客户客户提前采购决提前采购决策策采购原型机物料采购原型机物料采购初始产采购初始产品物料品物料采购采购RAMP UP物料物料支持支持 Beta 测试测试制造系统验证制造系统验证SVT2向定单履行向定单履行最终提供配最终提供配置置制定销售制定销售预测预测验证市场需验证市场需求求验证验证/

39、更新更新/销售销售预测预测进行竞争分析进行竞争分析优化市场计划优化市场计划制定发布策略和计划制定发布策略和计划向内发布发布定向内发布发布定价价ESP计划阶段完成了最终业务计划、详细的项目计划、合计划阶段完成了最终业务计划、详细的项目计划、合同、系统设计、设计规格和概要设计同、系统设计、设计规格和概要设计1.0 Introduction/Executive SummaryOverviewThe PPS portfolio of 604 workstations, Product Y, Product X and Product Z, provide a family of new low-cos

40、t, high-function, high price-performance and high graphics performance to PowerPC basedworkstations. Their design includes common parts and components among systems and provides industrystandard I/O and memory. All members of the PPS workstation family will comply with the PowerPCReference Platform

41、(PreP) architecture.Product X provides the midpoint of the PPS systems. It is designed to compete on price performance withPC class workstations and offer SMP capability. Product X will have a follow on to future models. It isintended to satisfy client requirement in commercial and low-end technical

42、 market segments requiringcompute scalability.AnalysisMarket and Competitive Analysis ResultsThe market requirement for SMP is uncertain. While competitors are adding SMP capability, it is not clearthat the market differentiates between increased unit-processor speed and SMP enabled throughputespeci

43、ally in the client marketplace.Current competitive projections indicate that Product X is under configured and over priced in the PCmarket. In the Unix client market, Product X is positioned competitively with respect toprice/performance.Business Case Financial Analysis ResultsThe incremental volume

44、s from PSE estimates generate an initial P&L with an NEBT of minus 20% forProduct X and Product X+. Additional incremental volumes of over 20,000 units are necessary to reach abreak-even NEBT for Product X. The P&L including volumes cannibalized from other PPS productsgenerates a P&L with an NEBT of

45、 positive 1%. Based on PSE estimates at this time, 72% of Product Xsvolumes are derived from other products (See figure 8.1a).Major RisksThere are no operating systems currently committed for the scheduled 6/95 GA date of Product X.Furthermore, the commitment of ISVs to provide SMP enabled applicati

46、on software specifically for clientsis uncertain.RecommendationsThe PDT recommends a no go decision for 6/95. The team makes this recommendation based on thefollowing issues: Product X is a high technical risk for 6/95, the “best case” business case is negative 20%NEBT, there is lack of O/S and appl

47、ication support, and Product X provides very little incrementalvolumes.The PDT would like to explore a 10/95 availability. The team makes this recommendation based on thefollowing changes in 10/95: Product X will be a low technical risk, SMP O/S will be available, there willbe more time to work with

48、 ISVs to pursue additional markets - which may increase volumes, and thebusiness case should be re-evaluated. This is contingent upon the IPMT commissioning additionalresources to investigate ISV commitment to having applications available in 10/95.IDTask NameResource Names0HUAWEI IPD Concept Phase

49、WBS Project Plan1Develop Project Charter (IPMT-05)2Identify Project ObjectivesIPMT3Describe Market Segment PortfolioIPMT4Describe Geographical Market AssumptionsIPMT5Describe High Level Customer RequirementsIPMT6Describe Initial Architecture AssumptionsIPMT7Describe Initial Standards AssumptionsIPMT

50、8Describe Initial CBB/Reuse ObjectivesIPMT9Define Initial Quality (RAS) ObjectivesIPMT10Define Initial Warranty ObjectivesIPMT11Form Core PDT Team (IPMT-10)12Identify and Assign PDT LeaderIPMT13Identify and Assign PDT Members to ProjectIPMTBusinessCaseDevelop through GA Detailed Project PlanD e sign

51、 S p ecification s T op ics C om m on to b oth H ard w ar e an d S oftw ar e O ffer in gs U sability:D escribe th e u ser interfaces, offering interfaces, fun ction s, an d oth er attributes of th e offering th at provide th e en d u sers w ith th efacilities th ey n eed to do th e tasks described i

52、n th e C on cept P h ase D esign R equ irem ents docum ent. T h e follow ing sh ould becov ered: D escribe h ow each m ajor task can be perform ed by th e inten ded u ser.D escribe th e su b-tasks th at n eed to be perform ed in order to accom plish th e m ajor tasks. D escribe h ow related m ajor t

53、asks or clu sters of tasks can be accom plish ed in sequ en ce. Identify h ow th e offering is desig n ed to be learn ed an d u sed by th e inten ded u sers: D escribe m eth ods of design , su ch as m enu s, g raphics, differing lev els of h elp, consisten cy, control an d layout. D escribe h ow aid

54、s, su ch as pu blications, tem plates, edu cation, h otlin e, etc., w ill be provided an d th e percentag e of u sersw ho w ill av ail th em selves of th em (in clu de integ rated onlin e in form ation , R E A D M E s, W eb -based, S m artG uides, w iz ards,onlin e h elps an d tutorials, m u ltim ed

55、ia, an d h ardcopy printed in form ation).D escribe oth er m ean s of m aking th e offering satisfy th e design requirem ents.Iden tify any field surv ey w ork to be com pleted, or ex perim en ts an d sim ulation s to be perform ed, in order to ev alu ate th ehum an factors ch aracteristics of th e

56、offering. S um m ariz e th e pertin ent results of th e hum an factors ex perim ents dealing w ith th e ch aracteristics of th e offering or w ithu sability m easu rem en ts.G lobaliz ation:Inclu de g lobaliz ation con sideration s in su ch areas as pow er, key boards, acou stics, com m u nication s

57、, n ation al langu ag esu pport (N L S ), code pag e su pport, n om en clature, produ ct safety , h om olog ation , hum an factors, etc.D iscu ss th e offering s g lobaliz ation objectiv es, th e en abling plan , th e im plem entation plan (in clu ding its n ation al langu ag efu nction s an d th e

58、langu ag es to be su pported, an d th e plann ed g en eral av ailability date for each langu ag e v ersion ).D iscu ss an y agreed u pon deviation s from th e globaliz ation requirem ents, deviation s from global stan dards, etc.M ig ration / C oex isten ce:P rovide m arket requ irem ents an d offer

59、ing con tent in form ation in order to iden tify fun ction s requ ired to satisfy m igrationan d coexisten ce.Inclu de a description of agreem ents an d issu es. A ny in com patibilities or conv ersion aids kn ow n to th e dev eloper shou ld be identified h ere. A lso describe an y program fu n ctio

60、n s th at are deleted or n o long er su pported in this plann ed release.Design SpecificationsEphemeris Datafrom SatelliteLocationDataAccess CodeLocationIdent. CodesLocationIdent. CodeRCV. SAT. SIGSEXTRACT:DOPPLEREPHEMERISCOMPUTELOCATIONTRANSMITTOSATELLITEPILOTS ELUStableNav. Sig.from SatelliteStore