aspice made easy-case studies and lessons learned€¦ · aspice made easy-case studies and lessons...

IBM Rational Automotive Engineering Symposium 2013

ASPICE Made Easy-Case Studies and Lessons Learned

Duncan SeidlerMethod Park Software AgDuncan.Seidler@methodpark.com

Tom SouthworthMethod Park America Inc.Tom.Southworth@methodpark.com

Portfolio

Training

Wide range of Trainings on systems and software engineering

Accredited by the following organizations:SEI, ISTQB, iSQI, iNTACS, IREB, iSAQB, ECQA

Engineering

• Automotive

• Medical Devices

Consulting/Coaching

Topics:• Software Process Improvement• CMMI®, SPICE, Automotive SPICE®

• AUTOSAR, Functional Safety• Requirements Management• Project and Quality Management• Software Architecture & Design• Software Testing

Product

Solution for integrated

process management

Facts and Figures

Awards

Business unit revenueRevenue & employees

• Founded in 2001

• Locations:Germany: Erlangen, MunichUSA: Detroit, Miami

• Today 120 Engineers

20092006, 2007, 2009

2004 20082011

45%Products

Training undConsulting

Engineering

-2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

100 Emp. / 5 Mio. EUR

Revenue

Employees200 Emp. / 10 Mio. EUR

Customers

Defense/Aerospace•Airbus•Diehl•EADS•Elbit•JAXA•KID•Orbital•Raytheon

Further•Bosch und Siemens Hausgeräte•Deutsche Post•GMC Software Technologies•Raab Karcher •Giesecke & Devrient•Thales Rail Signaling•Bundesagentur für Arbeit•Kassenärztliche Vereinigung Baden-Württemberg

Healthcare•Alere•Braun•Carl Zeiss•Fresenius•Olympus•Siemens •Ziehm Imaging

IT/Telecommunications•GFT•Intersoft•Nash Technologies•NEC •Micronas•PTC•Teleca

Automotive•Audi•Automotive Lighting •Blaupunkt•BMW•Bosch•Brose•Continental•Daimler•Delphi•Denso•General Motors•ETAS•Helbako•IAV•Johnson Controls•Knorr-Bremse•Magna•Marquardt•Panasonic Automotive•Peiker Acustic•Preh•Thales•TRW•Volkswagen•Webasto•ZF•Zollner•…

Engineering/Automation•ABB•Carl Schenk•EBM Papst•Heidelberger Druckmaschinen

•Insta•Kratzer Automation•Mettler Toledo•Mühlbauer Group•Rohde&Schwarz•Siemens Industries•Wago

Banking•Landesbank Kiel•Fiducia•Credit Suisse•UBS

Agenda

• ASPICE Rationale

• Areas of Focus for Management:

• Process Definition

• Compliance Management

• Process Tailoring

• Process Execution in RTC

• Case Studies

• Summary

ASPICE Rationale: Prevent Expensive Mistakes

Here’s the help your going to get.

ASPICE Rationale: Find SW Defects Early

Error correction costs today

Typical fault correction during:

Concept $ 1,300

A sample $ 4,550

B sample $ 5,200

C sample $ 7,800

PV series $ 84,500

Production $ 104,000

Post Production $ 117,000

Source: HIS (Audi, BMW, Daimler, Porsche and Volkswagen)

Rationale for Auto SPICE

� Productivity improvement by

� … out sourcing of subsystem development

� … distributed engineering

� … use of building blocks

� Compliance is necessary

� … for integration of subsystems

� … for platform strategies

� … for product line approaches

� … for global distributed engineering

� Examples for Compliance Needs

� … Automotive SPICE®

� … CMMi

� … ISO/IEC 26262

� Pain Points of Tier One Suppliers

� … showing traceability of customer requirements

� … define and implement change management with respect to customers and own suppliers

� … integration of PLM/ALM tools to improve efficiency

� … showing compliance to standards on the fly

� … include their own suppliers in a common infrastructure

� … managing a network of dependencies among their own suppliers

� ...

Word, Excel, Visio, EPF, RMC, ARIS, etc.

Control Define Compliance

PLM ALM Project Management

Requirements Management

Document Management

Configuration Management

Test Management

Project Status Reports

Measurement Repository

ProcessMetrics Execute

Industry Standards

ComplianceReports

Maturity Models

Company Standards

Organizational Processes

Project ProcessesProject Processes

IMPROVEIMPROVE

MEASUREMEASURE

WhatHow

Move the burden away from the engineer.

Agenda

• Case Studies

• Summary

Process Definition

Agenda

• Case Studies

• Summary

Compliance Mapping

Compliance Gap Analysis

Agenda

• Case Studies

• Summary

Process Tailoring

Process Tailoring (2)

Tailored Process (Project / Quality Manager)

Agenda

• Global Engineering Needs

• Case Studies

• Summary

Process Execution: User Environment

User creates Change Request in the usual user environment

Sample Environment: IBM Rational Team Concert

Process Execution: Active Process

Work tickets are automatically created according to the defined process in this project

Process Execution: Process Guidance

Process related data is automatically transferred

Process Execution: Direct Access

Direct accessto related data

Process Execution: Direct Process Guidance

Direct link toprocess guidance

Agenda

• Case Studies

• Summary

Is this Process Management?!?

This is how processesare usually defined…

Situation

• Isolated business units with lots of different heritage (resulting from M&A), processes and culture

• Transformation from a hardware-driven to an electronic-focused software company with > 10,000 engineers

• Many different tools and repositories

Challenges

• Development silos made it impossible to collaborate across business units

• No transparency over project status and progress

Customer Scenario 1

Solution

• Definition and design of a unified, modular and extensible standard development processcompliant with Automotive SPICE

• Ongoing rollout of integrated process-driven PM, ALM and PLM

• Training of the whole engineering workforce on the new processes

Results

• Unified processes across disciplines and business units with unit-specific additions for flexibility

• Ability to collaborate and exchange personnel between business units

• Repeated Automotive SPICE Level 3 ratings

Customer Scenario 1

Standardized Process Architecture

output

ext input

ext output

Metric

Artifact

support

sequence

Milestone

Method

execution

required

sequence

Resource

checklist

Process

support

inform

responsible

Activity Role

Training

Customer Scenario 1

10 Orbital Integrated Processes ........................................................................................ 17

10.1 Project Management Processes ............................................................................... 17

10.1.1 Software Project Planning ................................................................................. 17

10.1.2 Software Project Management .......................................................................... 22

10.1.3 Supplier Agreement Management ..................................................................... 26

10.1.4 Software Scope Management ........................................................................... 29

10.2 Life Cycle Processes ................................................................................................ 32

10.2.1 Software Requirements Definition ..................................................................... 32

10.2.2 Software Design ................................................................................................ 35

10.2.3 Software Code and Unit Test ............................................................................ 38

10.2.4 Software Integration .......................................................................................... 42

10.2.5 Software Verification ........................................................................................ 45

10.2.6 Software Validation ........................................................................................... 47

10.3 Support Processes ................................................................................................... 50

10.3.1 Software Configuration Management ................................................................ 50

10.3.2 Software Assurance .......................................................................................... 53

10.3.3 Project Measurement and Analysis ................................................................... 55

10.3.4 Risk Management ............................................................................................. 58

10.3.5 Decision Analysis .............................................................................................. 60

10.3.6 Peer Review ..................................................................................................... 62

10.4 Organizational Processes ......................................................................................... 64

10.4.1 Process Management ....................................................................................... 64

10.4.2 Organizational Measurement and Analysis ...................................................... 68

10.4.3 Organizational Training ..................................................................................... 71

Customer Scenario 1

IBM Rational Automotive Engineering

Symposium 201342

Customer Scenario 2

Key Steps

• Design of a common Software Process driven byAutomotive SPICE L3 requirements

• Decentralized rollout in different business units

• Centralized standard process approach and TS 16949 certification

• Central top-down rollout of common engineering andbusiness processes inside of large PLM program

Lessons & Success Factors

• Involve business units early

• Design processes with end user involvement

• Focus on business benefits when standardizing

Customer Scenario 3

Key Steps

• Design and incremental rollout of a standard software development process driven by Automotive SPICE L3 requirements

• Iterative integration of safety topics (ISO 61508 and ISO 26262)

• Tight integration with Systems Engineering and other interface disciplines

• Full usage and acceptance in all Engineering disciplines

Lessons & Success Factors

• Process design was done per discipline drivenby experienced practitioners (subject matter experts)

• Experiences of pilot projects were taken very seriously and fully integrated into next process versions

• Process rollout was tools based (RE, CM, Testing, etc.)

Agenda

• Case Studies

• Summary

Summary

Create a framework for improvement

Simplify processes for people by making themeasy to understand, user-centric and project specific

Manage risk of non-compliance

Automate process execution and reducing manual overhead

Harmonize and integrate different tools, platforms and repositories

Summary

W. Edwards Deming

“If you can‘t describe

what you are doing as a process,

you don‘ t know what you are doing“

Leads to Happy Engineers!

IBM Rational Automotive Engineering

Symposium 201349

© Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

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