Automotive SPICE® 3.

1
Software Development
Processes

Motivation,
Basic Concepts

Kugler Maag Cie GmbH

© KUGLER MAAG CIE GmbH

Page 1
 Agenda
• Why Automotive Spice®?

• Automotive SPICE®

• The Process Dimension of Automotive SPICE®

• The Capability Dimension of Automotive SPICE®

Page 2
 Why Automotive Spice®?

Page 3
 F22 Raptor F-35 Joint Strike Fighter Boeing’s 787 Dreamliner
1.7 MLOC 5.7 MLOC 6,5 MLOC

Modern premium car 100 MLOC, 70-100 ECUs

Page 4 http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code
 Premium Car

Radio Navigation System: 20 MLOC

Cost of software and electronics up to 40 per cent of the total cost
Near Future: 200 million to 300 million lines of software code !!
Even low-end cars now have 30 to 50 ECUs embedded

Page 5 http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code
Page 6
 90% of Innovation is
determined by Software

Mercedes
S-Class
Infotainment 50 – 100
Subsystem networked
20 Mio. LOC
Seite 7
ECUs
 Development of Automobile Software
Realization of new features and products without software is not possible

• Software is a competition and differentiation factor

• Mechanics and hydraulics is substituted by electronics

• Replacement of mechanical controlled functions
• ‘Mechatronic’ combines mechanics and electronics

• 80-90% of innovation in cars based on electronic and software

• 50-70% of ECU Development costs is software

• The value of software for cars will quadruple within the 10 years to reach 15%.

Page 8
 Motivation for Automotive SPICE® - Since Beginning of Year 2000
OEMs Cost acceleration Complexity & Effort increase
Typical fault correction costs (kEuro)
during:
1. concept phase 1
2. A sample 3,5
3. B sample 4
4. C sample 6
5. PV series 65
6. 0 series 80
7. series 90
Data, beginning 2000: HIS (Audi, BMW, Daimler,
Porsche and Volkswagen); not considering
vehicle modifications (like flashing, rework etc.)

Public news headline:

“Car breaks down – customer walks, away”
Distribution of the cause of car problems in Germany (%)

Electric/Electronic
5 Engine
5,7 9,5
Heat sink
6 49,2
Wheel/tires

10,5 Fuel system

6,9 Fuel injection

7,2 Transmission
Others

Source: ‘Der Spiegel‘ (a major German news magazine) in 2003

Page 9
 Volkswagen statement on impact of higher process capability

Seite 10
Page 11
 Number of Recalls

1668
The GM Disaster Drive-Up
No. of recalls in % of no. of newly Number of recalls in Germany
registered vehicles, Jan-Jun 2014 200

150

100

50

0
1998 2013

379 Mean: 455%

321
281
225
189
156 151 143 127
89 61
28 21 2

Source: Welt am Sonntag No. 42, 19.10.2014

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 What Has Market Leadership to Do with Processes?
If you want to be among the market leaders, these are the issues you will need to
address:
• What will give my company an advantage over our competitors?
• Lead time reduction
• Better results at lower cost
• How can we reduce development-caused quality problems?
• How can we improve our efficiency?
• Do we need to improve know-how transfer between staff members, have more versatile
staffing of your people?
• Is there a need for outsourcing/offshoring ?
• How can we make internationalization work effectively and efficiently?
• Integration of new offshore sites
• Internationalization of project execution

To make this work, you need to have good control over your processes

Process control = Prerequisite for a substantial

performance improvement

Seite 13
 Increasing Process Complexity: Single Programmer’s ability won’t
be enough!!

Technical complexity (LOC) Organizational complexity

1,000 - 5,000 Individual programmer

5,000 - 25,000 Small team

25,000 - 100,000 Large subdivided team

100,000 - 1,000,000 Several teams or divisions

1,000,000 - 10,000,000 Several companies

10,000,000 - 100,000,000 National undertaking

Page 14
 Characteristics of a Mature Organization
Characteristics of immature Maturity Characteristics of mature
processes processes
Processes are performed ad hoc Processes are defined,
and in an improvisational way documented and continuously

Performance
Process descriptions are not improved
existent, are not followed, or Process descriptions correspond to
are not asked for
the way people work
The performance strongly
depends on each individual There is a visible support of the
processes by management
The insight into the actual
status of a project is limited The compliance of processes is
Immature processes cause assessed and fostered
‘firefighting’: Process and product metrics are
• People constantly react
Risk

used in a constructive way

• No time for improvements New technologies and tools are
• Burn Out introduced in a disciplined way
(performing trainings,…)

Seite 15
 Measure Achievement of Improvements
Metrics – From assumptions to facts
• Instead of „I guess things are better now“ motivate your team with measurable
achievements, e.g.
• Reduction of number of defects per phase (ideal case: frontloading effect
can be shown)
• Improvement of schedule and milestone deviations
• Reduction of overtime/week end work
• …

Seite 16
 Benefits for the Staff
• Commitments are given in a mutual way

• Managers let the team check the feasibility before they promise something to
deliver

• System engineers involve software engineers before they modify the system
architecture

• Developers don‘t implement features, which are not specified and approved

• No ‘finger pointing‘

• Plans become more realistic, there is less firefighting

(= less overtime hours, less work on weekend)

• Estimations are done by the development teams

• Schedules are based on reliable estimations

• People don’t need to reinvent the wheel again and again

Seite 17
 An Example from BMW
Data by BMW from 26 projects developing electronic control units:

Seite 18
 An Example from BMW
Data by BMW from 26 projects developing electronic control units:

Seite 19
 And Finally: Compliance Pressure
Automotive SPICE and other standards (IATF 16949, ISO 26262,…) are, mandatory* and
there are good reasons why this is the case.

Suppliers are diverse regarding

• How well and efficiently they are able to implement these requirements from multiple
models
• Whether they manage to achieve a positive ROI in contrast to merely demonstrate
compliance
• This is related to many factors such as buy-in of staff members, lean and user friendly
processes, good tailoring mechanisms, etc.

Supplier assessment results have direct influence on supplier classification (and

selection)
→ loosing status of A or B supplier means that you are out of business!

*E.g., VW, BMW, Daimler: Konzernlastenhefte require ASPICE Level 2 or 3.

Seite 20
 Example: Supplier Rating at Volkswagen Group

Rating Result of the process Processes Actions

assessment
A All SYS. and SWE. processes Capable of quality Continuous
at least Level 1 (Fully) improvement towards
All Non-SYS. and Non-SWE. higher levels
processes Level 2
B All assessed processes Capable of quality Schedule and
according to standard at under certain implement
least Level 1 preconditions improvement program

C At least one assessed Not capable of Immediate actions

process is not rated Level 1 quality Start improvement
project
No assignment for new
development

Seite 21
 Why many improvement projects
run dry

Page 22
 Many Process Improvement Projects Run Dry
Not enough patience
• Some executives seem to want to make the race by setting aggressive objectives
(“Level 3 in one year from scratch”).
• You need patience to achieve sustainable cultural changes by convincing and
motivating your people and make them change their attitude and behaviour.

Half-hearted investment
• Not enough resources for process support, coaching, trainings of employees
regarding new processes, no proper tools, …
• → the problem of the “Therapeutic Threshold” (invest below the required
threshold)
Resources

“Therapeutic Threshold”

Time
Seite 23
 Many Process Improvement Projects Run Dry
There is a trend to certificates instead of real improvements which is particularly
dominant in Asia. This development is well known from ISO 9000.

Target threshold
Assessments Good:
Capability

Benefit
• Taking it seriously
• Achieving capability quickly
• Building trust by planning improvements
and actually achieving it on time

Time
Capability

Assessments Benefit
Bad:
▪ Taking it NOT seriously: starting too late,
not investing enough manpower
▪ No change in attitude over time
▪ Investments focus purely on passing
assessments.

Time
Seite 24
 Often Practitioners don‘t see the Benefit of Processes
• Often practitioners don‘t understand the intention of a process. The intention is
• to provide a guideline for avoiding pitfalls and an inefficient or ineffective
flow of work
• to achieve the needed quality of work products by means of the quality of
processes
• to reduce risks
• to reduce the iterating discussions about how to do the work
• to train new staff
• to achieve a better performance for the whole team on average
• The intention is not

Performance
• to please everybody
• to improve everyone‘s efficiency

Seite 25
Staff
 Automotive SPICE®

Page 26
 Who developed Automotive SPICE®
AUTOMOTIVE SPICE SIG
AUDI AG, BMW Group, Daimler AG, Fiat Auto S.p.A., Ford Werke GmbH, Jaguar,
Land Rover, Dr. Ing. h.c. F. Porsche AG, Volkswagen AG and Volvo Car Corporation

Meanwhile
VDA AK13 is developing Automotive SPICE®

Member are:
BMW, Bosch, Continental, Daimler, Ford Europe, Knorr Bremse, KUGLER MAAG CIE,
VW, ZF.

The working group works at the moment on:

• Guidelines for the usage of Automotive SPICE
• Guidelines for the interpretation of Automotive SPICE
• Support of AK16 (SW-part of ISO 26262)

Seite 27
 The Basic Idea of Automotive SPICE®
• ISO/IEC 15504 allows the creation of domain-specific models consolidated under one
common umbrella.
The car industry made use of this feature:
In 2005, the Automotive Special Interest Group (AUTOSIG) of the Procurement Forum
published the Automotive SPICE®-Model.

• Automotive SPICE contains a methodology and structures to perform assessments of

processes

• It allows organizations to
• examine and evaluate their own processes
• use the assessment model as a guideline to improve their processes
• evaluate other organizations (e.g. their suppliers)

• Download of the Automotive SPICE® -Model at http://www.automotivespice.com

Seite 28
 The Basic Idea of ISO/IEC 15504 and Automotive SPICE®
Two-dimensional process assessment model:

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 29
 Your Questions

Seite 30
 The Process Dimension
of Automotive SPICE®

Page 31
 Automotive SPICE® Process Assessment Model

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 32
 The Processes of Automotive SPICE®
Acquisition Process System Engineering Process Group (SYS) Management Process
Group (ACQ) Group (MAN)

ACQ.3 SYS.1 MAN.3

Requirements Elicitation
Contract Agreement Project Management

SYS.2 SYS.5
ACQ.4 System Requirements MAN.5
Supplier Monitoring System Qualification Test Risk Management
Analysis

SYS.3 SYS.4
ACQ.11 System Architectural System Integration and MAN.6
Technical Requirements Design Integration Test Measurement

ACQ.12
Legal and Administrative Software Engineering Process Group (SWE) Reuse Process Group
Requirements (REU)
SWE.1 SWE.6
ACQ.13 Software Requirements Software Qualification REU.2
Project Requirements Analysis Test Reuse Program
Management
SWE.2 SWE.5
ACQ.14 Software Architectural Software Integration and
Request for Proposal Design Integration Test Process Improvement
Process Group (PIM)
SWE.3 SWE.4
ACQ.15 Software Detailed Design
Supplier Qualification and Unit Construction
Software Unit Verification PIM.3
Process Improvement

Supply Process Group Supporting Process Group (SUP)

(SPL)

SPL.1 SUP.1 SUP.2 SUP.4 SUP.7

Supplier Tendering Quality Assurance Verification Joint Review Documentation
VDA Process Scope

SPL.2 SUP.8 SUP.9 SUP.10

Configuration Problem Resolution Change Request
Product Release
Management Management Management

Seite 33
Primary Life Cycle Processes Supporting Life Cycle Processes Organizational Life Cycle Processes
 The Structure of Processes (1)

Process Identifier
Process Name

Process Purpose Process Outcomes

…to be continued……..
Page 34
 The Structure of Processes (2) … continued ...

Base Practices

Seite 35 Output Work Products

 Base Practices & Output Work Products
Base practices
• are the “activity elements” of processes
• are “best practices”
• generate “process outcomes”
Example:

SWE.4 Software Unit Verification

Output work products
08-50 Test specification
• are potential outputs of processes
(i.e., their implementation is not mandatory; 08-52 Test plan
assessors need to decide depending on the 13-04 Communication record
given context)
13-19 Review record
13-22 Traceability record
13-25 Verification results
13-50 Test result
15-01 Analysis report

Seite 36
 Work Products characteristics
Work product characteristics
• are potential attributes of the work products
(i.e., they need not to be implemented as specified. Assessors
need to decide this depending on the given context)
• are specified in Annex B.

Example: 08-52 Test plan

Seite 37
 Your Questions

Seite 38
 The Capability Dimension
of Automotive SPICE®

Page 39
 Automotive SPICE® Process Assessment Model

Process assessment model

Capability Dimension
• capability levels

Capability Levels
• process attributes
• rating
• scale
• method
• aggregation method
• process capability level model

1 2 3 ……………….. n
Processes

Process dimension
• domain and scope
• processes with purpose and outcomes

Seite 40
 The Capability Dimension of Automotive SPICE®

INNOVATING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
INCOMPLETE 0

Seite 41
 Definition of the Capability Levels 1/3
Level 0: “Incomplete”
• The process is not or not completely implemented
• The purpose of the process is not or only partially fulfilled

Level 1: “Performed”
• The implemented process fulfills the purpose of the process
• The process outcomes are essentially achieved

INNOVATING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 42 INCOMPLETE 0
 Definition of the Capability Levels 2/3
Level 2: “Managed”
• The performed process is planned, monitored, and adjusted
• The work products of the process are adequately implemented, controlled and
maintained

Level 3: “Established”
• A standard process exists and is maintained
• The project uses an adapted version of this standard process (a so-called
‘defined process’) and is thus able to achieve defined process objectives

INNOVATING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 43 INCOMPLETE 0
 Definition of the Capability Levels 3/3
Level 4: “Predictable”
• During the execution of the defined process detailed measurements are carried
out and analyzed, resulting in a quantitative understanding of the process
capability and an improved accuracy of forecasts. The process is managed
between upper and lower control limits by way of quantitative process control.
The quality of work products is known quantitatively.

Level 5: “Innovating”
• Based on the business goals of the organization, process improvement
objectives are defined and their achievement is monitored continuously.
Processes are continuously being improved, innovative approaches and
techniques are tested and replace less effective processes to thus achieve the
defined objectives.
INNOVATING 5
PREDICTABLE 4
ESTABLISHED 3
MANAGED 2
PERFORMED 1
Seite 44 INCOMPLETE 0
 Capability levels and its process attributes

Level Process Attributes

• Process Innovation
5 “Innovating”
• Process Innovation Implementation

• Quantitative Analysis
4 “Predictable”
• Quantitative Control

• Process Definition
3 “Established”
• Process Deployment

• Performance Management
2 “Managed”
• Work Product Management

1 “Performed” • Process Performance

Page 45
 Process Attributes

Are improvement objectives derived systematically from analysis of

5.1 Process Innovation
quantitative data and from potential innovations? Is an implementation
strategy defined?
5.2 Process Innovation Implementation
Are improvements managed systematically?

4.1 Quantitative Analysis Are measurements used to evaluate achievement of process objectives in
support of business goals?
4.2 Quantitative Control Is the process managed quantitatively by statistical means?

Are standard processes available with specified roles, competencies,

3.1 Process Definition
infrastructure and work environment? Are methods available to monitor their
effectiveness?
3.2 Process Deployment
Are the processes deployed systematically? Are data analyzed to evaluate
their effectiveness?

2.1 Performance Management Is the execution of the process planned and monitored?
2.2 Work Product Management Are work products managed systematically and is their quality assured?

Are process results achieved by implementing ‘Base Practices‘ and through

1.1 Process Performance
use/creation of appropriate work products?

Page 46
 Rating Process Attributes
The fulfillment of a PA is measured along a scale from 0-100% in the following steps:
• N (Not achieved) corresponds to 0-15%.
There is little or no evidence of the assessed process fulfilling the defined attribute.

• P (Partially achieved) corresponds to > 15-50%.

There is some evidence of a procedure and a partial fulfillment of the defined attribute in the
assessed process. Some aspects of the attribute being fulfilled may be unpredictable.

• L (Largely achieved) corresponds to > 50-85%.

There is evidence of a systematic approach and significant achievement of the defined attribute
in the assessed process. There may be some weaknesses regarding this attribute in the
assessed process.

• F (Fully achieved) corresponds to > 85-100%.

There is evidence of a complete and systematic approach and complete achievement of the
defined attribute in the assessed process. There are no significant weaknesses regarding this
attribute in the assessed process.

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 Measuring Capability Levels
Scale Process attribute Rating
5.1 Process Innovation Largely or Fully
5.2 Process Innovation Implementation Largely or Fully
4.1 Quantitative Analysis Fully
4.2 Quantitative Control Fully
Level 5 3.1 Process Definition Fully
3.2 Process Deployment
2.1 Performance Management Fully
2.2 Work Product Management Fully
1.1 Process Performance Fully

4.1 Quantitative Analysis Largely or Fully

4.2 Quantitative Control Largely or Fully
3.1 Process Definition Fully
Level 4 3.2 Process Deployment Fully
2.1 Performance Management Fully
2.2 Work Product Management Fully
1.1 Process Performance Fully
3.1 Process Definition Largely or Fully
3.2 Process Deployment Largely or Fully
Level 3 2.1 Performance Management Fully
2.2 Work Product Management Fully
1.1 Process Performance Fully
2.1 Performance Management Largely or Fully
Level 2 2.2 Work Product Management Largely or Fully
1.1 Process Performance Fully

Level 1 1.1 Process Performance Largely or Fully

Seite 48
 Assessment Results
The outcome of an assessment is a set of process profiles for the assessed
processes, each process profile consisting of the PA ratings.

CL5 P N N N N N N N N N N N P F
L N P N N N N N N N N N P F
CL4 L P L P P P P P P P P P F F
L L L P P P P P P P P P L F
CL3 F L F L L L P P P F F F P F
F L F L F L P P P L F F P F
CL2 F F F F F L P L L F F F F F
F F F F F F P F F F F F F F
CL1 F F F F F F L F F F F F F F

Seite 49
 Example of a “Capability Profile“

CL5

CL4

CL3

CL2

CL1

Seite 50
 Capability Level 1
PA1.1 Process Performance Process Attribute
The process performance process attribute is a measure for the extent to which the
process purpose is achieved.

GP 1.1.1 Achieve the process outcomes.

Seite 51
 Capability Level 2
PA2.1 Performance management process attribute
This process attribute is a measure of the extent to which the performance of the
process is managed.

GP 2.1.1 Identify the objectives for the performance of the process.

GP 2.1.2 Plan the performance of the process to fulfill the identified objectives.
GP 2.1.3 Monitor the performance of the process against the plan.
GP 2.1.4 Adjust the performance of the process.
GP 2.1.5 Define responsibilities and authorities for performing the process.
GP 2.1.6 Identify, prepare and make available resources to perform the process according to plan.
GP 2.1.7 Manage the interfaces between involved parties.

Seite 52
 Capability Level 2
PA2.2 Work product management attribute
The work product management process attribute is a measure of the extent to which
the work products produced by the process are appropriately managed.

GP 2.2.1 Define the requirements for the work products.

GP 2.2.2 Define the requirements for documentation and control of the work products.
GP 2.2.3 Identify, document and control the work products.
GP 2.2.4 Review and adjust work products to meet the defined requirements.

Seite 53
 Capability Level 3
PA3.1 Process definition process attribute
This process attribute is a measure of the extent to which a standard process is
maintained to support the deployment of the defined process.

GP 3.1.1 Define and maintain the standard process that will support the deployment of the
defined process.
GP 3.1.2 Determine the sequence and interaction between processes so that they work as an
integrated system of processes.
GP 3.1.3 Identify the roles and competencies, responsibilities and authorities for performing the
standard process.
GP 3.1.4 Identify the required infrastructure and work environment
for performing the standard process.
GP 3.1.5 Determine suitable methods to monitor the effectiveness and suitability of the standard
process.

Seite 54
 Capability Level 3
PA3.2 Process deployment process attribute
This process attribute is a measure of the extent to which the standard process is
deployed as a defined process to achieve its process outcomes.

GP 3.2.1 Deploy a defined process that satisfies the context specific requirements of the use of
the standard process.
GP 3.2.2 Assign and communicate roles, responsibilities and authorities for performing the
defined process.
GP 3.2.3 Ensure necessary competencies for performing the defined process.
GP 3.2.4 Provide resources and information to support the performance of the process.
GP 3.2.5 Provide adequate process infrastructure to support the performance of the defined
process.
GP 3.2.6 Collect and analyze data about the performance of the process to demonstrate its
suitability and effectiveness.

Seite 55
 Your Questions

Seite 56