Post on 25-Dec-2015
Page 1 Copyright 2007 © Siemens Corporate Research
Portraits in Practice
Software Engineering Research & Development Challenges at Siemens
Juergen Kazmeier
Brian Berenbach
Dan Paulish
Marlon Vieira
Page 2 Copyright 2007 © Siemens Corporate Research
Siemens has a long tradition of technological innovations.
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The rate of innovations is increasing.
… 5 years and younger
… 6 to 10 years old
… more than10 years old
Share of sales with products…
1985 20051980
48%
30%
22%
55%
29%
16%
75%
19%
6%
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Siemens is one of the world’s largest software companies.
► Siemens has more than 30,000 software developers.
► 60% of Siemens’ business is based on software.
► Siemens spends more than 3 billion euros per year on software development.
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But, Siemens is not recognized as a software company, since most of our software is embedded.
Examples:
Automation devices
Industrial control systems
Automotive components
Communication systems
Rail systems
Medical devices
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Siemens at a Glance
Medical
Medical Solutions
Transportation
TransportationSystems
Siemens VDOAutomotive
Power
Power Generation
PowerTransmission and
Distribution
Automation and Control
Automation andDrives
Industrial Solutions and
Services
Siemens Building Technologies
Lighting
Sylvania
Information andCommunications
Communications
Siemens BusinessServices Annual Worldwide Sales
75% of total sales are from products and services
developed in the last five years
$98.2 billion47,000 employees
$6.6B dedicated to global R&D
Net Income: $2.8B
World’s 21st largest company
Siemens AG: Worldwide figures for fiscal 20051 (U.S. GAAP2)1Fiscal Year October 1 – September 302Average annual exchange rate for FY 2005: €1.00 =$1.273
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Global presence of Research and DevelopmentMore than 47,000 R&D employees at 150 locations
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Berkeley
Romsey (RMR)
Berlin
Erlangen
Tokyo
Princeton
Shanghai
St. Petersburg
Bangalore
SiemensCorporate Technology
A Global Network
Corporate Technology: About 2,300 Researchers and Developers Worldwide
Moscow
Beijing
Munich
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Much of our research is done in collaboration with universities.
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Software Engineering Challenges at Siemens
Functionality previously realized in electrical or electro-mechanical systems is now being realized in software => bigger, more complex, & more software projects (hundreds of developers, millions of lines of code).
Meeting functional and non-functional requirements is important to business success => restricted hardware resources, real-time performance, safety critical applications.
Multisite development projects.
High quality (i.e., thoroughly tested, reliable) software is important to business success.
Our software engineering methods and technologies must address the increasing scale and complexity of
emerging software systems.
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There are three major levers for optimizing software development.
Synergies• Architecture• Platforms
Structure• Offshoring/
Outsourcing• Site strategy
Processes• Simplification• Standardization• Stabilization
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We address software engineering challenges in R&D programs. Today’s Portraits in Practice focus: Requirements Engineering, Architecture Practices, Testing
SCR SE
RequirementsEngineering
(Brian)
ArchitecturePractices, GSD
(Dan)
SW PlatformTechnologies
ProcessAssessment & Improvement
ProjectManagement
Testing(Marlon)
System & Software Quality Architecture & Platform Technologies
Requirements EngineeringProcesses & Project Management
Assess and improve software development processes and project management
Ensure high quality software based systems by Testing, Code Quality Management and Performance Engineering
From business needs to software design faster, with
better quality and transparency for project control and
oversight
Building coherent, interoperable and
future-proof systems
QualityEngineering
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Thank you!
Contact: Juergen KazmeierDepartment Head, Software & Systems Engineeringjuergen.kazmeier@siemens.comPhone +1 (609) 734-3610
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Requirements Engineering @ Siemens
Brian BerenbachBrian.Berenbach@Siemens.com
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The Challenge
To provide effective requirements development and management processes
for a set of extraordinarily disparate Siemens companies.
To raise the level of expertise in requirements engineering throughout
Siemens.
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For Example… Siemens Automotive
Chassis & Car body
Fleet Management
Infotainment
Interior
Marine Solutions
Special OEM Solutions
Power Train
Public Transport Solutions
Replacement Parts
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Customers Provide the Requirements
Stakeholder requests from customers
in PDF documents & Excel tables
ManualProcessesManual
Processes
RequirementsDatabase
RequirementsDatabaseDifficulty Managing Change!
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Requirements as State Tables
Again, Difficulty Managing Change!
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CustomerSiemens
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Unique OEM Problems
Customers deliver their requests in varying media
Everything is priority 1
Customers feel under no obligation to limit change requests
Change requests come in the form of new documents (PDF) and state tables (Excel) with no change matrix. How do you manage change and traces?
Requests may be vague because customers expect that “Siemens will figure it out”.
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Providing Integrated Medical Solutions Leads to Many
Requirement Dependencies
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“V” Model for Traceability
Stakeholderrequirements
Systemrequirements
Subsystemrequirements
Componentrequirements
Acceptancetest plan
Systemtest plan
Integrationtest plan
Componenttest plan
Impact analysis
Der
ivat
ion
ana
lysi
s
Impact analysis
Derivation analysis
Are all requirements covered by the layer below?
Are all requirements covered by tests?
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“V” Model leads to tag based tracing
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Tag based training has issues
No rationale for traces
Difficult to cluster traces
Effort rises geometrically with project size
Difficulty managing cascading or cross-cutting changes
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Companies such as Siemens Building Technology build products with distributed (worldwide) stakeholders and development teams.
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How to capture functional and non-functional requirements?
Desired Single Customer View but…
Multiple Regions
Multiple Business Units
Everything must plug and play TOGETHER
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Global Challenges for Siemens
Conversion of products to product lines
Capturing requirements across regions and across business units
Raising the RE skill level of staff world-wide
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Challenges
One size does NOT fit all!
Effectively Controlling Change
Managing Scale
Managing Customers
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…and Some Possible Solutions
Traceability Dynamic Tracing
Rich Traces
New Modeling Languages
Complexity, Scale (>10K Requirements)
Model-Driven RE
Advanced Tools.
RE Skills Basic RE Courses
Skill Certification
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Thank you!
Contact: Brian BerenbachRE Center of Competence Headbrian.berenbach@siemens.comPhone +1 (609) 734-3395
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Dan Paulishdaniel.paulish@siemens.com
Methods & Processes forGlobal Software Development
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Agenda
Motivation for Global Software Development (GSD)
Challenges
An Approach
Lessons Learned
Open Issues and Research Questions
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Global Software Development (GSD): Motivation
Lower development costsLower development costs• Low-wage countriesLow-wage countries
Capitalizing on a pool of trained workforceCapitalizing on a pool of trained workforce• Quest for talentQuest for talent
Increased output, reduced timeIncreased output, reduced time• Improve time-to-marketImprove time-to-market• Round-the-clock developmentRound-the-clock development
Market proximityMarket proximity• Specific local expertiseSpecific local expertise• Market acquisition effortMarket acquisition effort
Governmental policies and incentivesGovernmental policies and incentives
Original motivation was reduced
development cost,but there are other reasons for GSD.
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Time Difference: 11.5 hours
Physical distance
But, Global Software Development is Difficult.
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Global Software DevelopmentSiemens has more than 15 years experience developing software products globally.
Today, most Siemens business groups develop software in low-cost countries.
Organization and process model for global development divides responsibility between a central headquarters organization & remote development teams.
Software engineering
expertise
Domainexpertise
Management&
Processexpertise
Central team
Developmentexperience
Technology expertise
Softwareengineering
expertise
Remote development teams
Supplier Managers
Integrated byCode
Component requirements
Component design
Verified by
TestsVerified by
Requirements
Architecture & design
Acceptancetests
Developmentplan
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Global Studio Project (GSP)Experimental global software development project using university student teams and researchers.
Shadows real Siemens global development project, process, & organization.
Document processes, best practices, and understanding of how to successfully execute global projects.
International Institute of Information Technology,
Bangalore, India
Technical University of Munich, Germany
University of Limerick, Ireland
Pontifical Catholic University of Rio de Sul,
Brazil
Carnegie Mellon University, USA
Monmouth University, USA
Harvard Business School, USA
Siemens Corporate Research, USA
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GSP Research Goals
Identify and document best (and worst) practices for global software development.
Identify the prerequisites for successful global software development.
Test a global software development reference process.
Determine artifacts for commissioning a remote development team.
Identify communications necessary for effective global development.
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Social Network Analysis (SNA)
Roles Developer Team Leader Function Manager Remote Supp. Manager Central Supp. Manager Executive
Affiliations (Sites) SCR Central Team Tech. Univ. Munich CMU Sapphire IIITB Monmouth #5 Monmouth Codicons Monmouth TCT Limerick ArdnaCroise
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Some Lessons Learned
Amount of Required Communications
Cultural Differences among Teams
Start-up Time for Remote Teams
Supplier Managers as the interface to Remote Teams
Team Size
Agility
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Open Issues and Research Questions
1. Given that the technical artifacts that are delivered to the remote component development teams are not adequate in specifying the precise work to be done, in what ways are they deficient?
2. What strategies do the remote teams employ to compensate for the deficiencies found in the received technical artifacts?
3. What are the early warning signs that an issue is imminent? Can communication patterns, for example, between the central and remote teams be used to predict future component integration problems?
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Thank you!
Contact: Dan PaulishDistinguished Member of Technical Staffdaniel.paulish@siemens.comPhone +1 (609) 734-6579
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Issues and Best Practices in Testing Automation - An Industrial View -
Copyright © Siemens AG 2007. All rights reserved.
Marlon E. Vieiramarlon.vieira@siemens.com
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Agenda
Motivation and Some Challenges
Observations on Automation of Testing for Diverse Siemens Projects
Some Observable Best Practices
Our Research Focus
Suggestions on Research Topics
Final Comments
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Automation of Testing: Motivation
Motivation • Pressure to release software to the
market (with quality and on time)• Some tests cannot be run without
automation• Test teams have time to address
bigger test issues• Improve tester job satisfaction
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Automation of Testing: Some Challenges to Adopt It in Practice
Some Challenges• Global Development• Investment in the automation itself (ROI calculation)• Testers with development skills• Industrial scale solutions
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Automation of Testing: Observations (Diverse Siemens Projects)
The test process and its automation in practice (Tools)
plan test Design tests Execute tests Analyze resultsPlan tests
Component Integration ValidationUnit
Test Management Tools
MBT Tools
Capture-Replay
Simulators/emulators
Custom Frameworks
High * Medium * Medium * Low *
* Automation level (usage)
Test Analysis Tools
Defect Classification
Metrics Analysis
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Other Observations: Best Practices
Observable Best Practices• Dealing with testing automation as a
software development process• Designing tests first before deciding to
automate–Test creation (or generation)
separated from execution• Applying an incremental approach
–Start small and grow - Provide frameworks (libraries) and exercise tests with different data
–Not everything is automated (allow exploratory tests)
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Other Observations: Emerging Strategies
Emerging Industrial Strategies• Test-driven development (Unit Testing Frameworks)• Model-based testing • Keyword-driven automation
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Our Research Focus on Automation of Testing
Model Based Testing• Test case generation based on UML Analysis Models• UML 2.0 Models – Use Case, Activity, Sequence and
Statechart diagrams• U2TP (UML 2 Testing Profile)
Data driven test case generation • Category-Partition Method
Architectural issues on flexible/robust testing frameworks• Customizable framework to execute tests in a specific domain
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Suggestions for Research: Improvements for Industrial Scale Problems
Testability • Design changes (dynamic)• Different environments• Failure treatment (restart and
remote test execution)• Visibility and Control (stimulus
and result verification)
Event-Triggered Real-time Systems
• Non-deterministic execution orders
• Impact of the execution environment
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Final Comments
Automation of Testing must fit within project and organizational context.
The industrial automation approach needs to be affordable.
1. Usable and Scalable2. Allow early results3. Easy Evolution
A broad range of academic research is currently being used in the software industry.
Examples:– Assertions– Model-Based Testing– Model Checking
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Contact: Marlon Vieira Program Manager, Software Testing marlon.vieira@siemens.comPhone +1 (609) 734-3313
Thank you!