Vector Consulting Services Newsletter June 2009
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Vector Consulting Services Newsletter June 2009 |
Contents:
Dear Reader,
Dr. Christof Ebert & Dr. Dieter Lederer
Rising cost pressure is forcing manufacturers and their suppliers to jointly master product development. Instead of throwing specifications "over the fence" continuous collaboration is expected. Our experiences in working with Bosch, Ford and Volvo practically show, how to connect requirements engineering and downstream systems development with respect to interfaces, data management and traceability. The described experiences provide a starting point for similar improvements in other companies.
Is your engineering and production overly expensive? Are you forced to revisit cost structures and implement radical savings? Do you have many ideas, but are lacking concrete levers and starting points? As an engineering manager you need to address these questions, and today more than ever assess and improve cost and productivity. VCS has compiled concepts and experiences to a practical booklet. Our efficiency check builds upon these experiences and delivers concrete starting points to boost your efficiency. Together with Hanser Publishing we have organized the "Efficiency Day" symposium. Learn from successful companies on the basis of numerous concrete examples.
Globally distributed software development reduces cost, but also raises significant challenges to project and product management. This article introduces to risk management in a distributed development environment. Systematically, typical traps are illustrated together with mitigation actions, such as improved project management, effective communication, better interfaces and SLA- (service level agreement) -based escalation. Practical experiences from the Indian software center of a world-leading ICT company show the benefits and savings potential of distributed development.
With current cost pressure PLM (product life-cycle management) and new tools are introduced to automate engineering workflows. However, the expected benefits are often not visible. Instead, employees are frustrated and continue working with their current work practices. The new interfaces create additional friction and delays. Our consulting projects show that the root cause is often the same: There are many levers for tool support and improved efficiency, but implementation with sustainable results requires profound change management – which is rarely taken into account. To introduce PLM from concept to implementation has three key ingredients. Learn from our experiences how to successfully introduce tools.
Humor means having a laugh anyway. We engineers learn this relatively early. Allow yourself a minute with the little Dilbert –
and how it all started...
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