PM Gate · 产品导览

1两种身份进门Two ways in

PM 点自己的名字进仪表盘;部门同事按部门找到自己,进「我的提交」。没有注册页,账号只能由项目里的邀请建立。

PMs click their own name and land on the dashboard; department colleagues find themselves under their function and land on "my submissions". There is no sign-up page: accounts only come from a program invitation.

PM 名单,每人名下显示负责的项目数。PM list with the number of programs each owns.

部门成员名单 — 部门成员按职能分组,可搜索。Department members grouped by function, searchable.

2每天第一眼:仪表盘First thing every morning: the dashboard

五个数字回答 PM 最关心的事;卡片墙按客户分组,每张卡是一个项目的 Gate 点阵、当前 Gate、逾期条目数和投放风险。逾期是按矩阵里真实的交付条目算的。

Five numbers answer what a PM cares about most; the card wall is grouped by customer, and each card shows a program's gate dots, current gate, overdue count and launch risk. Overdue is computed from real deliverable items, not guessed.

自定义布局:在 10×10 的格子里给客户分组排位,拖动就能改。Custom layout: arrange customer groups on a 10×10 grid by dragging.

新建项目,客户与零件类型是可增可删的下拉。New program; customer and part type are editable dropdowns.

3一页看全一个项目One program, one page

跨职能健康七格、团队一行、Gate 0–5 时间线卡、甘特式项目时间线和进展备忘都在同一页。改评级和改日期都必须填原因,每一次改动都进流水。

Seven health cells, the team row, Gate 0–5 cards, a Gantt-style timeline and the progress log share one page. Changing a rating or a date requires a reason, and every change is kept in history.

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右键 G3 → 选「有条件通过」→ 填原因 → 滑动确认 → 卡片变色并标「手动标记」。Right-click G3 → pick "conditionally passed" → type a reason → slide to confirm → the card recolours and is marked manual.

右键改评级 — 评级菜单:颜色、原因、滑动确认。Rating menu: colour, reason, slide to confirm.

日期变更记录:从哪天改到哪天、谁改的、为什么。Date-change history: from which day to which, by whom, and why.

颜色变更记录 — 跨职能健康的颜色记录:从旧到新一条线,手改点带操作人与时间。Health colour history: old to new on one line, manual changes with author and time.

4Gate 里的活:检查表与文件矩阵Inside a gate: checklist and deliverable matrix

上半是 PM 检查表,逐项评级。下半是最常用的文件提交矩阵:行是部门,列是 Gate,每格「已收 / 应收」和状态色。点开一格就是这个部门在这个 Gate 要交的条目清单。

The top half is the PM checklist, rated item by item. The bottom half is the deliverable matrix: departments as rows, gates as columns, each cell "received / required" with a state colour. Open a cell for that department's item list at that gate.

Gate 详情整页 — 整页(可在框内滚动):检查表 → 进展备忘 → 文件提交矩阵 → 条目清单。Full page (scroll inside the frame): checklist → progress log → matrix → item list.

矩阵条目编辑器 — 条目编辑器:期限、负责人多选、关键路径、已交文件、催一下。Item editor: due dates, multi-owner, critical path, received files, nudge.

部门反馈卡 — 部门反馈「期限赶不上」:待处理期间暂停催办,PM 点「已阅」即恢复。Department feedback "can't make the deadline": reminders pause while pending, "Read" resumes them.

部门总表:一个部门六道 Gate 的全部条目摊成一张只读表,可导出 CSV。Department table: every item of one department across six gates, exportable as CSV.

同版文件提示 — 再传一份与更早 Gate 完全相同的文件:按内容哈希识别,条目标出「与 G1 交的相同」。Uploading a file identical to an earlier gate: detected by content hash and tagged "same as G1".

5把人拉进来:团队与邀请Bringing people in: team and invitations

新同事没有账号时,PM 填姓名和邮箱发出邀请,对方从一次性链接进来自己设密码,账号才建立。没有「初始密码在群里飞」。

When a new colleague has no account, the PM enters a name and e-mail; the invitee opens a one-time link and sets their own password. No initial password ever circulates in a chat group.

添加成员:选职能、填角色名与邮箱,保存即发邀请。Add member: choose a function, enter title and e-mail, save to send the invitation.

接受邀请 — 被邀请人看到的接受页:核对资料,再设密码。The acceptance page: check details, then set a password.

6换到部门同事的视角Switching to the department side

部门同事只看派给自己的条目:期限、上传、上一版。交不了就做结构化反馈,PM 那边同步看到;传完文件,PM 打开着的矩阵格子自己会更新。

A department member sees only their own items: due date, upload, previous version. If something cannot be delivered they give structured feedback that the PM sees at once; after an upload, the PM's open matrix cell updates by itself.

部门端(可在框内滚动):参与的项目 + 派给我的条目按 Gate 分组。Department side (scroll inside): my programs plus my items grouped by gate.

反馈表单 — 反馈给 PM:不适用、期限赶不上、传错了、其他,加一句说明。Feedback to the PM: not applicable, can't make it, wrong file, other, plus a note.

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部门同事在自己的页面上传后,PM 端格子从「4/6」变成「5/6」(页面每 15 秒自动轮询,动图剪掉了等待)。After a department upload, the PM's cell goes from "4/6" to "5/6" (the page polls every 15 s; the wait is cut).

7系统替你盯着:催办与通知The system keeps watch: reminders and notifications

这是把 PM 从「问」里解放出来的部分。按工作日判逾期,先催负责人,再逐级报 PM;站内铃铛实时推送,可选 Teams 卡片。

This is what frees the PM from asking. Overdue is judged in working days: the owner is chased first, then the PM is escalated to; the in-app bell pushes live, Teams cards are optional.

对象	Who	什么时候收到	When
条目负责人Item owner	临期提前提醒;逾期后每天最多 3 次,只在 9:00–17:00Early warning before due; once overdue up to 3 times a day, 9:00–17:00 only
PM	逾期后前 3 个工作日各一次;之后每 5 个工作日升级一次Once on each of the first 3 working days; then an escalation every 5 working days
不催Never	项目暂停或关闭;条目被反馈「不适用」或「赶不上」;PM 已标记处理Program on hold or closed; item fed back as not applicable or can't make it; PM already handled it

铃铛通知 — 铃铛:@提及、派新条目、改颜色、改日期、催办、同步结果。The bell: mentions, new items, colour and date changes, reminders, sync results.

Teams 卡片 — Teams 催办卡片:条目、Gate、期限、逾期几个工作日、负责人、部门反馈。A Teams reminder card: item, gate, due date, working days overdue, owner, department feedback.

设置:密码、项目可见性、各类通知的收件人。Settings: password, program visibility, recipients per notification kind.

8每周例行:周会审核The weekly routine: review marks

Leader 设定审核日。到了那天,每个项目的本周进展在侧栏面板里过一遍,标「已审核」或「无更新」;侧栏顶部显示「本周已审 x / y」,谁没审一目了然。

The Leader sets the review day. On that day each program's entries are reviewed in the sidebar panel and marked "reviewed" or "no update"; the sidebar shows "reviewed x / y", so it is obvious who has not.

9与既有 Excel 共存:同步Living with the existing Excel: sync

团队原来的表不用废。拖进来,系统识别是哪张表,逐条预览差异:新增了什么、改了什么、哪些和系统里的手改冲突、哪些行要人工指认。确认后才写库,写错可撤销。

The team's workbooks stay in use. Drop one in and the system recognises it and previews every difference: what is new, what changed, what conflicts with a manual change, which rows need a human to assign. Nothing is written until confirmed, and a sync can be undone.

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拖入 Excel → 预览差异与冲突 → 确认同步 → 「同步完成:新建 1 个项目,更新 3 个项目」。Drop the workbook → preview diffs and conflicts → confirm → "Sync complete: 1 new program, 3 updated".

冲突裁决 — 手改过的颜色不会被 Excel 覆盖,除非点「改回跟随 Excel」;库里对不上的行要指认归属。Manually set colours are never overwritten by Excel unless you choose to follow it again; unmatched rows must be assigned.

10Leader 的管理台The Leader console

账号管理、审计日志、项目负责人转移、归档,只有 PM Leader 能做。全站三处强制填变更原因:Gate 评级、健康度颜色、Gate 日期。

Account management, the audit log, transferring a program's owner and archiving are Leader-only. Three site-wide mandatory change reasons: gate rating, health colour, gate date.

审计日志:谁在什么时候改了什么,按类别筛选。Audit log: who changed what and when, filterable.

仪表盘的已归档区。The archived section of the dashboard.

11一个项目的终点Where a program ends

Gate 5 通过、SOP 后 90 天跟踪结束,项目标为 Closed 并归档。历史上每一次日期改动、颜色改动、每一份文件的版本都还在,复盘不用翻邮件。

Gate 5 passed and the 90-day post-SOP watch done, the program is closed and archived. Every date change, colour change and file version is still there, so a retrospective never means digging through e-mail.

12你看不见但一直在的部分What you do not see but is always there

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真正不可点Really disabled没权限的人看到的控件是禁用的,不会出现「点了没反应」。Users without permission get controls that are disabled, never "clicked and nothing happened".
变更都留痕Everything leaves a trace评级、颜色、日期、文件版本、催办、同步,全部可追溯,可撤销的都能撤销。Ratings, colours, dates, file versions, reminders and syncs are all traceable; what can be undone can be undone.
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