Potential of Technological Enablement for Agile Automotive Product Development

Schrof, Julian; Atzberger, Alexander; Papoutsis, Efthymios; Paetzold, Kristin

doi:10.1109/ice.2019.8792665

Cited by 6 publications

(2 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In the Literature: Integration of increments is recognized to be a major challenge in parallel development in multiple teams [42]. Our study also highlights the importance and the challenge of integrating increments into the full product.…”

Section: Rq1 Summarymentioning

confidence: 55%

Agile Beyond Teams and Feedback Beyond Software in Automotive Systems

Ågren,

Heldal,

Knauss

et al. 2022

Preprint

View full text Add to dashboard Cite

In order to increase the ability to build complex, software-intensive systems, as well as to decrease time-to-market for new functionality, automotive companies aim to scale agile methods beyond individual teams. This is challenging, given the specifics of automotive systems that are often safety-critical and consist of software, hardware, and mechanical components. This paper investigates the concrete reasons for scaling agility beyond teams, the strategies that support such scaling, and foreseeable implications that such a drastic organizational change will entail. The investigation is based on a qualitative case study, with data from 20 semi-structured interviews with managers and technical experts at two automotive companies. At the core of our findings are observations about establishing an agile vehicle-level feedback loop beyond individual teams. (I) We find that automotive OEMs aim to decrease lead-time of development. (II) We also identify 7 strategies that aim to enable scaled-agile beyond teams. (III) Finally, we extract 6 foreseeable implications and side-effects of scaling agile beyond teams in automotive. By charting the landscape of expected benefits, strategies, and implications of scaling agile beyond teams in automotive, we enable further research and process improvements.Managerial Relevance Statement-From interviews with highand mid-level managers in two automotive OEMs, we derive qualitative insights on scaling agile ways-of-working beyond single teams. We analyze what abilities automotive OEMs are seeking to achieve from applying agile at this scope, strategies proposed for scaling, and implications anticipated of the strategies. We believe that the findings of this study can provide guidance, on the trade-offs between different approaches when scaling agile, to managers in automotive or other domains with a mix of software, hardware, and mechatronics. I. INTRODUCTIONAgile ways-of-working initially focused on small teams developing software. The success of agile approaches in this context has, however, led to adoption also in the development

show abstract

Section: Rq1 Summarymentioning

confidence: 55%

Agile Beyond Teams and Feedback Beyond Software in Automotive Systems

Ågren,

Heldal,

Knauss

et al. 2022

Preprint

View full text Add to dashboard Cite

show abstract

“…Die Herangehensweise muss die unterschiedlichen Produktcharakteristika, die sich in Entwicklung, Logistik und Produktion ausprägen [8], aufgreifen und entsprechende Ergänzungen und Lösungen auf Methodik-und Prinzipienebene implementieren. In der Automobilentwicklung wurde bereits gezeigt, dass sowohl Einschränkungen durch die Körperlichkeit des Produkts und die Skalierung des Entwicklungsprozesses bestehen [9]. Die hardwarespezifischen Einschränkungen der Körperlichkeit werden durch die zusätzlichen physikalischen Verbindungen zwischen den Komponenten verursacht.…”

Section: Stand Der Wissenschaftunclassified

Product modularization requirements in agile automotive product development

Schrof¹,

Paetzold²

2019

DFX 2019: Proceedings of the 30th Symposium Design for X, 18-19 September 2019, Jesteburg, Germany

Self Cite

View full text Add to dashboard Cite

This study investigates the impact of the product architecture on constraints to agile automotive product development and establishes agile modularization enablers. Derived from basic agile values and principles, a model has been generated to integrate agile development requirements into product modularization. Matching the generated characteristics with published agile constraints of physicality and scale allowed a first indirect validation of the model. This analysis showed an overall constraints limiting effect and therefore proved the connection between product architecture and agile product development. Additionally, the model was conceptually transferred into an adapted modularization method to allow for both technical and organizational drivers in product architecture.

show abstract