Hardscrum - Agile Development for Embedded Automotive Environment

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1 Hardscrum - Agile Development for Embedded Automotive Environment Bernd Kudicke, GmbH 1

2 Overview Overview battery management system The Sweet Spot of Agile Risk & Value How to deal? Why Agile Development for Embedded Automotive Systems? Example #1:Verification of BCU communication Example #2: Verification of function concepts Result of PoC phase Personal conclusions Product Owner RB Challenge - handover from complex domain to standard processes Agile needs a culture of collaboration & communication Agile needs self-organized and empowered development teams Conclusion 2

3 Overview battery management system BMS consists of two types of components: Battery control unit (BCU) Cell supervising circuit () on each cell module Tasks of the BMS: Safety monitoring of Li-Ion cells Balancing of cells State-of-charge, state-of-health detection Opening / closing HV circuit Battery diagnosis Fuse Daisy Chain Communication Pos. Main Contactor Pre Charge Circuit BCU LV Interface HV+ Current Sensor Neg. Main Contactor HV- 3 BMS system integration

4 The Sweet Spot of Agile Unstable Stable Requirements Complex Complicated Simple Known Technology Stacey Matrix Chaotic BMS Gen2 Unknown Simple: best practices high efficiency and effectiveness Complicated: good practices good trade off between efficiency and effectiveness Complex: inspect & adapt high effectiveness but less efficiency Chaotic: try & error no efficiency and no effectiveness possible hopefully strong leadership is available to give direction 1 Source: Forrester Research,

5 Risk & Value - how to deal? source: 5

6 Why Agile - Challenges BMS Gen2? early core function validation of BMS Gen2 early reduction/elimination of product risks battery ASIC supplier selection( new concept daisy chain) concept of HV switch off and diagnosis validation of BMS Gen2 safety concept early validation of EMC concept during ASIC supplier selection ensure knowledge transfer from Gen1 to Gen2 development team generate necessary additional BMS Gen2 product know how and knowledge by experiments proof of BMS Gen2 target costs using level of concept maturity (PoC) all necessary PoC s must be accomplished within 6 months 6

7 Verification of BCU - communication Target: Replace cost-intensive CAN-communication Galvanic noise measurement of real HV net Noise thresholds measured BCI-Induzierte Spannung [Vpp] Sprints Adjust test setup noise based on vehicle noise (BCI test) ,00 2,00 4,00 8,00 16,00 32,00 64,00 128,00 256,00 512,00 Batteriekabel,ohne Betrieb KommKabel, in Betrieb Test setup calibrated to real noise EMC robustness tests of stand-alone daisy chain Robustness test of communication link Vehicle test of complete prototyping system Robustness test of function in real environment Iterative incremental verification of EMC robustness 7

8 Verification of function concepts Target: Verify function concepts (SW and HW) as early as possible Approach: Motherboard-based HW prototype Early migration and operation of base SW to new controller Step by step setup and operation of functions/modules Prioritization of functions according to concept risk criticality 7 Sprints Iterative incremental verification of system functions 8

9 Result of PoC phase 1. Planned product cost (PPC) of ~ 20% Gen.1 has been shown with respective hardness degree 2. Core functionalities have been proven via prototyping implementation Daisy chain communication BCU / cell voltage measurement HV measurement New controller platform (µc, system ASIC and base software) Functional safety concept (FMEDA) Next steps: Continue with SCRUM framework in development phase until SoD in 2015 Agile methods can also support cost-down tasks 9

10 Personal conclusions - Product Owner Talk, talk, talk chains are nonsense. SCRUM supports team communication, especially cross disciplines Productive work split: PO focuses on technical content of product, SM focuses on team improvement Small steps and focussing on early verification of results is highly important, especially for concept verification Focus on what has to be done to finish the story and avoid power point engineering (e.g. scanned hand drawings for discussions or information exchange instead of polished slides or documents) Project scaling is difficult and demands a consequent overall framework that ensures synchronisation between the teams 10

11 RB Challenge - handover from complex domain Unstable Stable Requirements Complex Complicated Simple? Chaotic BMS Gen2 What s about our RB standards? CDQ s Innovation Gates Quality Gates ASPICE ISO26262 ISO9001 TS16949 Product Development Process Product Engineering Process.. Known Technology Unknown 11

12 Scrum is team collaboration & communication Scrum team training exercise with lego bricks 1 st temporary sprint board at innocenter wall Daily Scrum 12

13 Self organized and empowered teams, but how? High Challenges Anxiety Flow Channel Low Boredom Comfort Zone Low Skills High Learning Zone Panic Zone Self organized, high performance teams stay in the learning zone!!! Source: Tuckmann, Katzenbach & Smith; 13

14 Conclusion Scrum can be used for automotive product development for new products and concepts studies overall not only for software development The iterative, incremental approach of Scrum helps the team to focus on customer value, product risks and generating product knowledge by experiments for further effective decision making process. Continuous feedback loops on product level increase the speed of learning and motivate the team members to stay in the learning zone. Self-organized- and empowered development teams are the main key factor for effective decision making process in early product development phases. 14

15 Your contact Bernd Kudicke GmbH Chief Consultant Agile Solution Coaching Robert-Bosch-Allee 1 Postfach D Abstatt Heilbronn Tel.: +49 (0) Bernd.Kudicke@de.bosch.com 15