Industrial Challenges of Scaling Agile in Mass-Produced Embedded Systems

Abstract

When individual teams in mechatronic organizations attempt to adopt agile software practices, these practices tend to only affect modules or sub-systems. The short iterations on team level do not lead to short lead-times in launching new or updated products since the overall R&D approach on an organization level is still governed by an overall stage gate or single cycle V-model. This paper identifies challenges for future research on how to combine the predictability and planning desired of mechanical manufacturing with the dynamic capabilities of modern agile software development. Scaling agile in this context requires an expansion in two dimensions: First, scaling the number of involved teams. Second, traversing necessary systems engineering activities in each sprint due to the co-dependency of software and hardware development.

Launch vehicle systems engineering life‐cycle evolution and comparison

“…The ability to rapidly develop prototyping is key to an agile approach, since rapid prototyping can reduce manufacturing lead time and cost . Since most launch vehicle developers contract out or purchase hardware components from other companies, this makes fast and inexpensive hardware prototyping extremely difficult …”

“…31 Since most launch vehicle developers contract out or purchase hardware components from other companies, this makes fast and inexpensive hardware prototyping extremely difficult. 32 The next disadvantage to an Agile SE approach is the lack of documentation. Most traditional systems engineers believe that a well-documented process is repeatable and will provide positive results.…”

Towards Principles of Large-Scale Agile Development

“…Understanding the context is essential when choosing the right approach for improving the agility of the teams and organization. Eklund et al [19] argues that scaling agile software development in embedded systems is a question of scaling agile in two dimensions: First increasing the involved number of teams and utilize agile practices for mid-and long-range planning such as release planning and road mapping. Second, scaling the system engineering activities executed in each sprint, to a truly iterative practice instead of a stage-gated planned approach.…”

“…Based on the article by Power [18] and Eklund et al [19] and the discussion in the workshop, we propose the following principle of large-scale agile portfolio management:…”

Architecting in the Automotive Domain: Descriptive vs Prescriptive Architecture

“…Hence, components can be developed either in-house or by sub-contractors, assuming no or minor updates of the inter ECU communication. Agile development (meaning fast feedback loops and iterative development) is possible only within the boundaries of individual ECUs [3], [2]. Given the importance of the interfaces to the overall development process, formal approval for interface changes is given only a few times per year.…”