Improving the Exchange of equirements and Specifications between Business Partners E 09, Atlanta, GA, USA 02. Sep. 2009 Christof Ebert, Vector Manuel eis Monteiro, Extessy Matthias ecknagel, Daimler V1.0 2009-09-16 Vector Consulting Services Solutions for You Efficiency improvement Engineering and technology Project and Product management Organizational transformations Change management An international client base from different industries: Accenture, Alcatel-Lucent, Audi, BMW, Bosch, Conti, Daimler, Denso, Diehl, Ford, Hyundai, IBM, JCI, MAN, Porsche, Siemens, Telefonica o2, Thales, Valeo, Zeiss, ZF Business performance Part of the Vector Group International presence Engineering Excellence 900 employees worldwide Proven consulting solutions What? How? Who? Where? www.vector.com/consulting Strategy Products Technology Processes Interfaces Tools Competences Skills Knowledge Markets Locations Suppliers Your Partner in Achieving Engineering Excellence. Slide: 2
Agenda Motivation: Collaboration in E Exchanging equirements Principles IF Industry Examples Summary Slide: 3 equirements collaboration as we know it Slide: 4
Why collaboration? Traditional PLM Fragmented tasks Persons eq. Unit Design Impl. Spec. test Integration Competences Strategy Leadership Innovation and change Team work, collaboration Marketing Self management Economic thinking and behaviors Technology understanding Communication, negotiation Maturity / accountability / trust Organically grown tools Processes Project management Project mgmt Project data Configurations PDM, CM, defects, documents, etc. Design CAD, Code, modelling Collaboration EP, Wikis, File systems Marketing Product mnmt Tools equirements management Supplier management Architecture, development Validation, integration Change control, configuration management Service Isolated processes Manual data exchange ework, inconsistency, no reuse, inefficiency Combination of processes with support tools and clear responsibilities Efficiency, consistency, quality, cost reduction Slide: 5 Challenges in the development process Cost pressure and increasing integration of business processes across the boundaries of enterprises will dramatically change requirements engineering Closely connected process and tool chains Increased networking of product functions Efficient internal change and negotiation processes Efficient collaboration with development partners Systematic reuse Complexity management (functions, variants, plattforms, product lines) Transparency of development progress and product maturity Slide: 6
Case study: E collaboration (1) Goals New E Tool, to create and access specifications in a distributed development setting Standardized tool solution 10% cost reduction Approach Setup of project team with internal users under supervision of IT Consideration of external stakeholders Tool selection and acquisition Initial business case, but no specific measurement of effort and errors Configuration of workflows based on available tool functionality + Top-down-Initiative + Standardization Goal is to generic + Stakeholder involvement Tool-oriented without process focus Artificial processes, based on tool capabilities Slide: 7 Case study: E collaboration (2) Implementation esult Estimation of benefits: Effort for specification creation with and without tool support Data migration Training for users Use of support tool is mandatory Savings are not achieved Developers work in two parallel worlds: the familiar file system and the new tool Overhead instead of improvement + Estimation of potentials - Training is not sufficient for change + Mandatory guidelines Cost saving goals were not achieved Discontent Can it be done better? Slide: 8
Agenda Motivation: Collaboration in E Exchanging equirements Principles IF Industry Examples Summary Slide: 9 Vision: Effective process coupling and collaboration Concept Improve process then focus on the tool Negotiate goals with internal and external stakeholders Implementation equirements exchange and collaboration scenarios under realistic conditions Process and tool adaptation according to specified needs Organizational change management: validation, piloting phase, coaching, training, power-users, measurements Processes Tools equirements Engineering People Slide: 10
Challenge: Many different interfaces for E collaboration Market Entry Strategy Concept Evolution Development Strategy Management, Portfolio Management Product Management equirements Engineering Project management, isk management Supplier management Architecture, Design, Implementation Validation, Integration Change Management, Configuration Management Maintenace, Service Mgmt., Operation Quality Management, Quantitative Management Slide: 11 Approach: Collaborative equirements Engineering Distributed E equirements Development (Contractor) Analysis (Supplier) IF 1 2 5 6 3 4 7 8 Completesystem System ISSUE ISSUE 2 2 ISSUE ISSUE 2.1 2.1 IF FC2 FC1 IF ISSUE ISSUE 1 1 ISSUE 1.1 ISSUE 1.1 ISSUE 1.1 Systems and software engineering Change / configuration management Slide: 12
Methodology: equirements Interchange Format (IF) De facto standard to exchange requirements documents (already requirements lingua franca in automotive requirements exchange, standardization ongoing via ProSTEP) Open, tool independent XML schema Alternative to MS-Word, CSV, PDF and vendorspecific dialects (e.g., DOOS) with mutually agreed syntax to exchange requirements Currently deployed in Automotive, ail, and Medical Industries. Objects Traces Access Policies Containers Hierarchical structure of objects Slide: 13 Language: The IF format Example requirement specified in a COTS E tool The same requirement translated to IF equirements are detailed as SpecObjects in XML XHTML for formatting GUID for unique reference equirements (or elements) can be (hierarchically) grouped in SPECGroups Files for exchange Slide: 14
Interworking: Different tools speak one language IqA Visure eports IF EXTESSY Engineering equirements PlaTform EXTESSY AG DOOS Telelogic AB CaliberM Borland IF XML-Datei XML-Dateien, die im equirement Interchange Format der Hersteller Initiative IF Software XML-Datei (HIS) Strukturiert XML-Dateien, sind. die im equirement Interchange Format der Hersteller Initiative IF Software XML-Datei (HIS) Software Strukturiert sind. XML-Dateien, die im equirement Interchange Format der Hersteller Initiative Software (HIS) XYZ Strukturiert sind. 11.02.2008 TestBench imbus Slide: 15 Collaboration: equirements exchange in the supply chain Slide: 16
History: equirements exchange with change history Slide: 17 Agenda Motivation: Collaboration in E Exchanging equirements Principles IF Industry Examples Summary Slide: 18
esults: Improved Performance of the Supplier Approach Six Sigma process analysis Systematic requirements engineering process for the supplier Formalized commitment on agreed requirements Change management Single source for all requirements 80% 70% 60% 50% 40% 30% 20% 10% equirements changes Performance (content) esults Change rate has been reduced from 70% to ca. 15% Win-win partnership Performance improvement by 1/3 Collaborative requirements engineering improves performance and reduces change rate. Efficiency improvement for supplier and contractor Source: Alcatel-Lucent,Vector, 2008 0% Year 0 Year 1 Year 2 Year 3 Slide: 19 Summary (1/4): Strong push towards innovative E Cost pressure and increasing integration of business processes require E collaboration along the supply chain Integrated linking of artifacts across the supply chain (e.g. requirements, specifications) Efficient collaboration beyond enterprise boundaries (e.g. OEM and Supplier) Consistent data management across versions and variants and suppliers (e.g. requirements, specifications, calibration data, references to acceptance test) Coming together is a beginning. Staying together is progress. Working together is success. Henry Ford I Slide: 20
Summary (2/4): equirements Interchange Format (IF) equirements Interchange Format (IF) has been established and is increasingly used in different industries Version 1.2 active and released Three levels of exchange anticipated (Level 1: ASCII text, Level 2: embedded Files, Level 3: Multimedia and semantics) and currently in review Supported by tools vendors (e.g., IBM, Vector) Independent translation tools available (e.g., Extessy Excerpt) Standardization ongoing via ProSTEP More Details: http://prostep.org/rif Slide: 21 Summary (3/4): Change management is biggest challenge Coupling heterogeneous process and tools is an enormous challenge which demands organizational change management Define the business process of supply chain management Embed a suitable E process architecture either bottom up (i.e., supplier to clients) or top-down (i.e., customer to suppliers) Adopt transparent interfaces, systematic exchange rules, and one requirements exchange format (syntax + semantics!) Adjust tools and templates (e.g., mapping of database fields and content across tools) Pilot the bi-directional exchange (hint: use a tool like Extessy Excerpt as a reference to check clean, bidirectional exchange) Learn and further improve towards more efficient collaboration Slide: 22
Summary (4/4): Tangible benefits from better collaboration Improved supplier management Single source concept of requirements across organizational boundaries Exchange of traceability and change information between different parties reduces defects and misunderstandings Improved efficiency Speed in exchanging information and collaborating on solutions Less manual exchange where small adoptions must be continuously maintained for consistency educed product life-cycle cost Consistency across different requirements artifacts Less rework from insufficient change handling educed dependency on proprietary tools, thus ensuring a future-safe investment into your requirements base Slide: 23 Thank You for Your Attention. Contacts and further information: christof.ebert@vector.com m.monteiro@extessy.com matthias.recknagel@daimler.com Your Partner in Achieving Engineering Excellence. Slide: 24