STILL PLANNING OR ALREADY

GETTING ON WITH DEVELOPMENT?

BY UDO LEISCHNER AND ACHIM MÜLLER, CONTACT SOFTWARE GMBH

> SPECIAL

Everyone is talking about agile project management methods – and not just in the field of software development but also in the context of engineering design for mechanical and mechatronic products. Is this just a passing trend or an appropriate response to new challenges? As a provider of product lifecycle management solutions, we are now frequently being asked how agile methods and reliable project processes can be combined.

Agile methods in engineering projects

interdisciplinary. Which makes it all the more important that those involved in a project have access to the currently valid product data at all times. This is what is meant by the term «single source of truth», i.e. a logically centralized data repository that, of course, contains the product data, but also places this data within the context of the project pro-cesses! The project task and the compo-nent are then linked to each other and possibly also to the requirements, so that anyone responsible for a task can switch directly from their project context to the product context at any time.

In the daily meeting, for example, it is thus possible to call up the corresponding model for a task directly and without the need to search, or, conversely, to view the tasks that are still open for a product component. This bridges the gap between reliable – both traditional and short-cycle agile – project planning and the accrued product data from the value-added process. This illustrates why companies that use PLM systems in particular have expressed a significant need for integrat-ed project management functionality.

Conclusion: Three key success factors for agile methods in engineering projects

The current challenges in product devel-opment are increasingly being met with agile methods at the project management level, while interest in model-based sys-tems engineering is growing in the area of methodology in product data manage-ment and product lifecycle management. Both developments are responses to the challenge of being able to collaborate in an interdisciplinary manner as early as possible and cope well with high levels of complexity. Agility must however be adapted to the demands of engineering.

Three aspects are particularly impor-tant here. Firstly, agile action should be taken within established PEP guide-lines – as agile as possible, as formal as necessary – and must always be adapted to the specific conditions of the project in hand. Secondly, integration of project organization data with product data is of vital importance. All those involved in a project must have access to all required

information at all times according to the need-to-know principle and must be able to classify and evaluate the data as best possible in the context of the two differ-ent perspectives of process and product. And thirdly, collaboration and commu-nication tools are required that connect distributed teams via a «single source of truth» in the project.

Agility must be adapted to the specific demands of engineering.

Example for linking the planning view – in this case a task board – with the product and results view in a common work context.

DER F&E MANAGER 3/2018

> SPECIAL

DER F&E MANAGER 3/2018

> SPECIAL

Hybrid project organization even allows different teams to work on the same project using different methods. A particularly innovation-driven part of the project may be furthered using an agile approach while other parts are planned and controlled in a traditional manner. Other hybrid projects choose different approaches for different phases of the project. For example, fully planned implementation of the project can follow on from an agile requirements analysis. There are also projects that have started out using a traditional approach but have switched to agile methods during the course of the project.

The flexibility of project management that can be tailored to different project scenarios is exemplified in the «Four Fla-vors of Agility» model implemented by corporate project management at Bosch (presented at PM Welt 2018 in Munich). This allows Bosch to provide its project managers across the globe with a toolbox of methods from which they can select and combine those elements that are best suited to their projects.

Project management software not only needs to allow distributed locations and membership in multiple projects but also – and this is crucial – must support a flex-ible combination of traditional planning with agile approaches in order to be able to implement the right mix of methods in hybrid project management to suit the given project scenario.

Prerequisite for agile develop-ment: Tight integration of project processes and product data

However, it is not only the project management processes that need to be examined. The accrued deliverables and interim results from the project are of vital importance for efficient value crea-tion in development projects for mecha-tronic products. The growing volume of product data, such as complex product models from different disciplines, design plans, simulation data, test reports and directives, must all be available to those involved in the project at all times – in a globally distributed environment if nec-essary. Many projects still struggle with this, for example if the location of the product data they are looking for cannot be identified or if obsolete copies are used for a subtask. Who hasn't encountered scenarios like these during the course of a project?

Furthermore, deliverables are nowadays often far more volatile, complex and

Good PM software flexibly combines tra-ditional planning with agile methods.

Three requirements for project management software in engineering projects: It must help to plan, control and execute project processes, ideally using traditional or agile methods as needed, support collaboration and communication in the project and enable access to the accrued product data (deliverables).

> SPECIAL

DER F&E MANAGER 3/2018DER F&E MANAGER 3/2018

In the age of Industry 4.0 and the Inter-net of Things, virtually every company that manufactures physical products is faced with the challenge of integrating all the various specialist disciplines more effectively. One aspect that has been a key issue in the context of product lifecycle management (PLM) for many years is now also informing the discussion about the management of development projects.

In response to ongoing digitalization and new technologies, companies are increasingly being forced to adopt an interdisciplinary approach to working and to understand and support interaction be-tween the various domains from the early project phases. These development pro-jects are characterized by a high degree of planning uncertainty and a considerable need for adaptation and change. The traditional product engineering process (PEP) is often only of limited help here. New technologies and sometimes fuzzy requirements demand different approach-es and forms of collaboration that cannot be planned down to the last detail in advance. From a technical point of view, companies are increasingly responding with systems engineering approaches in general and with model-based systems engineering (MBSE) in particular.

An agile approach unites planning and execution

When it comes to project management, the answer seems to lie in an increasing trend towards agile methods and prac-tices that remove the strict demarcation between planning and execution:

• Frequent delivery and demonstration of intermediate results instead of strictly task-oriented planning

• Review of results at short intervals (iterations) and learning from them

• Focus on the essentials through contin-uous (re-)prioritization

• Continuous correction without the need to revise complicated schedules

• Promotion of collaboration and commu-nication in interdisciplinary teams

• Promotion of innovation and trial and error as the result of short development cycles

An impressive example of this can be seen in the first fully automatic laser cut-ting machine, which TRUMPF will start

shipping in 2018. Development used a completely agile approach, with mechan-ical engineers and software developers working together in interdisciplinary teams right from the start (see «Kom-plexe Produktentwicklungen mit Agile und Lean beschleunigen» [Accelerating complex product developments with agile and lean approaches] in Projekt Magazin 05/2018).

Agile methods cannot simply be taken over unchanged from the realm of software development

So is the secret to look to the agile process models used in the realm of software? Un-fortunately, it's not as easy as that. Compa-nies have mandatory processes that cannot simply be circumvented, even if they run counter to a fully agile approach. An all or nothing approach does not work here, and it is recommended that agile procedures be incorporated in the existing framework. And not every project is entirely suitable for agile methods. The more uncertain the requirements and the less known about the technology stack, the more the balance swings in favor of agile approaches. How-ever, the traditional approach is still viable for projects that can be planned reliably and which use familiar technology. The ap-propriate approach will therefore depend on the exact nature of the project.

In addition, unlike in agile software de-velopment, staff are often neither present in one location nor assigned exclusively to a dedicated project, but are instead required to contribute to several projects concurrently across different locations. This means that it is not possible for staff to work together in a team room, nor can

individual team members organize their work efficiently if they constantly have to keep their eye on multiple project boards. In cases such as these, the teams are de-pendent on tools that allow intuitive access to agile project organization.

And even if, as in the example of the laser cutting machine, there is considerable freedom for agile procedures in a compa-ny, adaptations need to be made to account for the constraints of physical products. Development time is far longer than for software releases. Mechanical compo-nents require longer iteration cycles than software. Special parts must be ordered well in advance; tools are expensive and must dovetail with requirements from the outset. Suitable solutions are needed to meet these demands.

For example, when the duration of itera-tions differ across disciplines, the itera-tions can be synchronized in such a way that the results become available at the same regular intervals. Alternatively, the overall development project can be divided into stages, each of which is treated as an individual project and deliver an impor-tant interim product, such as a concept, a prototype or a pre-production sample. It is no coincidence that this is reminiscent of the milestones in a traditional product engineering process. There is often an enormous amount of experience in a PEP that should be utilized as extensively as possible (see also «Agile im PEP» [Agile in the PEP], DER F&E MANAGER 4/2017). Once you have understood the significance of the steps in the PEP, it gives you the freedom to omit steps or take other steps in the given scenario.

Hybrid methods allow a perfect fit for any project scenario

Taken together, these constraints almost inevitably lead to truly hybrid project management that fuses traditional, deter-ministic approaches with agile approach-es in a way that plays perfectly to the strengths of both. For example, top-down framework planning can ensure process reliability as well as the comparability of milestones and quality criteria. Within this framework, development work can be organized in an agile, bottom-up man-ner, thus ensuring short feedback loops, stakeholder involvement and flexible response options.

Companies have to work more interdiscipli-nary. The traditional product engineering process only helps to a limited extent.

> SPECIAL

Hybrid project organization even allows different teams to work on the same project using different methods. A particularly innovation-driven part of the project may be furthered using an agile approach while other parts are planned and controlled in a traditional manner. Other hybrid projects choose different approaches for different phases of the project. For example, fully planned implementation of the project can follow on from an agile requirements analysis. There are also projects that have started out using a traditional approach but have switched to agile methods during the course of the project.

The flexibility of project management that can be tailored to different project scenarios is exemplified in the «Four Fla-vors of Agility» model implemented by corporate project management at Bosch (presented at PM Welt 2018 in Munich). This allows Bosch to provide its project managers across the globe with a toolbox of methods from which they can select and combine those elements that are best suited to their projects.

Project management software not only needs to allow distributed locations and membership in multiple projects but also – and this is crucial – must support a flex-ible combination of traditional planning with agile approaches in order to be able to implement the right mix of methods in hybrid project management to suit the given project scenario.

Prerequisite for agile develop-ment: Tight integration of project processes and product data

However, it is not only the project management processes that need to be examined. The accrued deliverables and interim results from the project are of vital importance for efficient value crea-tion in development projects for mecha-tronic products. The growing volume of product data, such as complex product models from different disciplines, design plans, simulation data, test reports and directives, must all be available to those involved in the project at all times – in a globally distributed environment if nec-essary. Many projects still struggle with this, for example if the location of the product data they are looking for cannot be identified or if obsolete copies are used for a subtask. Who hasn't encountered scenarios like these during the course of a project?

Furthermore, deliverables are nowadays often far more volatile, complex and

Good PM software flexibly combines tra-ditional planning with agile methods.

Three requirements for project management software in engineering projects: It must help to plan, control and execute project processes, ideally using traditional or agile methods as needed, support collaboration and communication in the project and enable access to the accrued product data (deliverables).

> SPECIAL

DER F&E MANAGER 3/2018DER F&E MANAGER 3/2018

In the age of Industry 4.0 and the Inter-net of Things, virtually every company that manufactures physical products is faced with the challenge of integrating all the various specialist disciplines more effectively. One aspect that has been a key issue in the context of product lifecycle management (PLM) for many years is now also informing the discussion about the management of development projects.

In response to ongoing digitalization and new technologies, companies are increasingly being forced to adopt an interdisciplinary approach to working and to understand and support interaction be-tween the various domains from the early project phases. These development pro-jects are characterized by a high degree of planning uncertainty and a considerable need for adaptation and change. The traditional product engineering process (PEP) is often only of limited help here. New technologies and sometimes fuzzy requirements demand different approach-es and forms of collaboration that cannot be planned down to the last detail in advance. From a technical point of view, companies are increasingly responding with systems engineering approaches in general and with model-based systems engineering (MBSE) in particular.

An agile approach unites planning and execution

When it comes to project management, the answer seems to lie in an increasing trend towards agile methods and prac-tices that remove the strict demarcation between planning and execution:

• Frequent delivery and demonstration of intermediate results instead of strictly task-oriented planning

• Review of results at short intervals (iterations) and learning from them

• Focus on the essentials through contin-uous (re-)prioritization

• Continuous correction without the need to revise complicated schedules

• Promotion of collaboration and commu-nication in interdisciplinary teams

• Promotion of innovation and trial and error as the result of short development cycles

An impressive example of this can be seen in the first fully automatic laser cut-ting machine, which TRUMPF will start

shipping in 2018. Development used a completely agile approach, with mechan-ical engineers and software developers working together in interdisciplinary teams right from the start (see «Kom-plexe Produktentwicklungen mit Agile und Lean beschleunigen» [Accelerating complex product developments with agile and lean approaches] in Projekt Magazin 05/2018).

Agile methods cannot simply be taken over unchanged from the realm of software development

So is the secret to look to the agile process models used in the realm of software? Un-fortunately, it's not as easy as that. Compa-nies have mandatory processes that cannot simply be circumvented, even if they run counter to a fully agile approach. An all or nothing approach does not work here, and it is recommended that agile procedures be incorporated in the existing framework. And not every project is entirely suitable for agile methods. The more uncertain the requirements and the less known about the technology stack, the more the balance swings in favor of agile approaches. How-ever, the traditional approach is still viable for projects that can be planned reliably and which use familiar technology. The ap-propriate approach will therefore depend on the exact nature of the project.

In addition, unlike in agile software de-velopment, staff are often neither present in one location nor assigned exclusively to a dedicated project, but are instead required to contribute to several projects concurrently across different locations. This means that it is not possible for staff to work together in a team room, nor can

individual team members organize their work efficiently if they constantly have to keep their eye on multiple project boards. In cases such as these, the teams are de-pendent on tools that allow intuitive access to agile project organization.

And even if, as in the example of the laser cutting machine, there is considerable freedom for agile procedures in a compa-ny, adaptations need to be made to account for the constraints of physical products. Development time is far longer than for software releases. Mechanical compo-nents require longer iteration cycles than software. Special parts must be ordered well in advance; tools are expensive and must dovetail with requirements from the outset. Suitable solutions are needed to meet these demands.

For example, when the duration of itera-tions differ across disciplines, the itera-tions can be synchronized in such a way that the results become available at the same regular intervals. Alternatively, the overall development project can be divided into stages, each of which is treated as an individual project and deliver an impor-tant interim product, such as a concept, a prototype or a pre-production sample. It is no coincidence that this is reminiscent of the milestones in a traditional product engineering process. There is often an enormous amount of experience in a PEP that should be utilized as extensively as possible (see also «Agile im PEP» [Agile in the PEP], DER F&E MANAGER 4/2017). Once you have understood the significance of the steps in the PEP, it gives you the freedom to omit steps or take other steps in the given scenario.

Hybrid methods allow a perfect fit for any project scenario

Taken together, these constraints almost inevitably lead to truly hybrid project management that fuses traditional, deter-ministic approaches with agile approach-es in a way that plays perfectly to the strengths of both. For example, top-down framework planning can ensure process reliability as well as the comparability of milestones and quality criteria. Within this framework, development work can be organized in an agile, bottom-up man-ner, thus ensuring short feedback loops, stakeholder involvement and flexible response options.

Companies have to work more interdiscipli-nary. The traditional product engineering process only helps to a limited extent.

STILL PLANNING OR ALREADY

GETTING ON WITH DEVELOPMENT?

BY UDO LEISCHNER AND ACHIM MÜLLER, CONTACT SOFTWARE GMBH

> SPECIAL

Everyone is talking about agile project management methods – and not just in the field of software development but also in the context of engineering design for mechanical and mechatronic products. Is this just a passing trend or an appropriate response to new challenges? As a provider of product lifecycle management solutions, we are now frequently being asked how agile methods and reliable project processes can be combined.

Agile methods in engineering projects

interdisciplinary. Which makes it all the more important that those involved in a project have access to the currently valid product data at all times. This is what is meant by the term «single source of truth», i.e. a logically centralized data repository that, of course, contains the product data, but also places this data within the context of the project pro-cesses! The project task and the compo-nent are then linked to each other and possibly also to the requirements, so that anyone responsible for a task can switch directly from their project context to the product context at any time.

In the daily meeting, for example, it is thus possible to call up the corresponding model for a task directly and without the need to search, or, conversely, to view the tasks that are still open for a product component. This bridges the gap between reliable – both traditional and short-cycle agile – project planning and the accrued product data from the value-added process. This illustrates why companies that use PLM systems in particular have expressed a significant need for integrat-ed project management functionality.

Conclusion: Three key success factors for agile methods in engineering projects

The current challenges in product devel-opment are increasingly being met with agile methods at the project management level, while interest in model-based sys-tems engineering is growing in the area of methodology in product data manage-ment and product lifecycle management. Both developments are responses to the challenge of being able to collaborate in an interdisciplinary manner as early as possible and cope well with high levels of complexity. Agility must however be adapted to the demands of engineering.

Three aspects are particularly impor-tant here. Firstly, agile action should be taken within established PEP guide-lines – as agile as possible, as formal as necessary – and must always be adapted to the specific conditions of the project in hand. Secondly, integration of project organization data with product data is of vital importance. All those involved in a project must have access to all required

information at all times according to the need-to-know principle and must be able to classify and evaluate the data as best possible in the context of the two differ-ent perspectives of process and product. And thirdly, collaboration and commu-nication tools are required that connect distributed teams via a «single source of truth» in the project.

Agility must be adapted to the specific demands of engineering.

Example for linking the planning view – in this case a task board – with the product and results view in a common work context.

DER F&E MANAGER 3/2018

> SPECIAL

DER F&E MANAGER 3/2018