Session22-A-SPICE Compliance Made Easy Case Studies and Lessons Learned PDF

IBM Rational
Automotive Engineering Symposium 2013
ASPICE Made Easy-Case Studies and

Lessons Learned
Duncan Seidler
Method Park Software Ag
Duncan.Seidler@methodpark.com
Tom Southworth
Method Park America Inc.
Tom.Southworth@methodpark.com
Portfolio
Product Engineering
• Automotive
Solution for integrated

process management
• Medical Devices
Consulting/Coaching Training
Topics: Wide range of Trainings on

• Software Process Improvement systems and software engineering
• CMMI®, SPICE, Automotive SPICE®
• AUTOSAR, Functional Safety Accredited by the following organizations:
• Requirements Management SEI, ISTQB, iSQI, iNTACS, IREB, iSAQB, ECQA
• Project and Quality Management
• Software Architecture & Design
• Software Testing
Facts and Figures
Facts Awards
• Founded in 2001 2004 2005

2008
• Locations: 2011
Germany: Erlangen, Munich
USA: Detroit, Miami
2006, 2007, 2009 2009
• Today 120 Engineers
Revenue & employees Business unit revenue

Revenue
Employees
200 Emp. / 10 Mio. EUR
25%
Products
45%
Training und
100 Emp. / 5 Mio. EUR Consulting
Engineering
- 30%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Customers
Automotive Healthcare Engineering/ Defense/Aerospace

• Audi • Alere Automation • Airbus
• Automotive Lighting • Braun • ABB • Diehl
• Blaupunkt • Carl Zeiss • Carl Schenk • EADS
• BMW • Fresenius • EBM Papst • Elbit
• Bosch • Olympus • Heidelberger • JAXA
• Brose • Siemens Druckmaschinen • KID
• Continental • Ziehm Imaging • Insta • Orbital
• Daimler • Kratzer Automation • Raytheon
• Delphi • Mettler Toledo
• Denso • Mühlbauer Group
• General Motors • Rohde&Schwarz Further
• ETAS • Siemens Industries • Bosch und Siemens Hausgeräte
• Helbako • Wago • Deutsche Post
• IAV • GMC Software Technologies
• Johnson Controls • Raab Karcher
• Knorr-Bremse IT/ • Giesecke & Devrient
• Magna Telecommunications • Thales Rail Signaling
• Marquardt • GFT • Bundesagentur für Arbeit
• Panasonic Automotive • Intersoft • Kassenärztliche Vereinigung
• Peiker Acustic • Nash Technologies Baden-Württemberg
• Preh • NEC
• Thales • Micronas
• TRW • PTC Banking
• Volkswagen • Teleca • Landesbank Kiel
• Webasto • Fiducia
• ZF • Credit Suisse
• Zollner • 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
© 2013 Method Park Software IBM Automotive Engineering Symposium 10.24.2013 Slide 8
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 How
Define What
Compliance
Organizational
IMPROVE Maturity
Processes
Models
Industry
Project Status Standards
Reports Company
Standards
TAILOR
Measurement
Repository
Process
Metrics Doing
Execute
MEASURE Project Processes Compliance

Reports
PLM ALM Project Requirements Document Configuration Test

Management Management Management Management Management
Move the burden away
from the engineer.
Agenda
• Case Studies
• Summary
Process Definition
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 access
to related data

Process Execution: Direct Process Guidance
Direct link to
process guidance

Agenda
• Case Studies
• Summary
Is this Process Management?!?
This is how processes

are usually defined…
Customer Scenario 1
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 process
compliant 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
Metric
Method
use support
use
use
sequence
Process
execution responsible
Phase
Activity
support
inform
Role
Milestone sequence checklist
ext output
ext input
required output
input Resource
Training Artifact use
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 Is

10.4.2 Organizational Measurement and Analysis ...................................................... 68
10.4.3 Organizational Training ..................................................................................... 71
Was
Customer Scenario 1
Customer Scenario 1
IBM Rational
Automotive Engineering
42
Symposium 2013
Customer Scenario 2
Key Steps
• Design of a common Software Process driven by
Automotive SPICE L3 requirements
• Decentralized rollout in different business units
• Centralized standard process approach and TS 16949
certification
• Central top-down rollout of common engineering and
business 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 driven
by 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 them

easy 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!
© 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
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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.
IBM Rational
Automotive Engineering
49
Symposium 2013

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IBM Rational

Automotive Engineering Symposium 2013

ASPICE Made Easy-Case Studies and

Solution for integrated

Topics: Wide range of Trainings on

• Founded in 2001 2004 2005

Revenue & employees Business unit revenue

Automotive Healthcare Engineering/ Defense/Aerospace

Error correction costs today

Post Production $ 117,000

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

Examples for Compliance Needs

Pain Points of Tier One Suppliers

… showing traceability of customer requirements

… define and implement change management

… 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.

MEASURE Project Processes Compliance

PLM ALM Project Requirements Document Configuration Test

User creates Change Request

Sample Environment: IBM Rational Team Concert

Work tickets are

Sample Environment: IBM Rational Team Concert

Process related data is

Sample Environment: IBM Rational Team Concert

Sample Environment: IBM Rational Team Concert

Sample Environment: IBM Rational Team Concert

This is how processes

Standardized Process Architecture

Training Artifact use

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 Is

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

Lessons & Success Factors

Lessons & Success Factors

Create a framework for improvement

Simplify processes for people by making them

Manage risk of non-compliance

Automate process execution and reducing manual overhead

Harmonize and integrate different tools, platforms and repositories