Impact on resource Impact on resource

problem (short) problem (long)

(how many guys we can (how many guys we can time & effort to
Item Subitem get out?) get out?) interfaces affected? implement activities needed potential barriers remark
TOOLS & METHODS autocoding - ? int

establish a table
showing spec status per
function
look for solution in RS
perform the start of
phase review
spec freeze??? do we (SWGL/SWQE
need it?? for samples?? involvement)
PROCESS on functional level?? + + ext low/low use the CPF and CCB
definition of a SW
PROCESS delivery + + ext low/low
PROCESS phase reviews + + int / ext low/low
PROCESS doc reviews + + int medium/medium

no modification without
clear spec / no excuse ,
do nothing without
payment from customer
even under strong
PROCESS pressure of SOP + + ext low / high
process applied in an
PROCESS appropriate way + + int high / medium
no validation for A
PROCESS sample + + ext low / low
PROJECT
MANAGEMENT & too many deliveries to put the number of SW
RELATED TOOLS the customer + ++ ext low / high releases in the offer
PROJECT
MANAGEMENT & lack of planning / no
RELATED TOOLS systematics + + int / ext high / high
PROJECT
MANAGEMENT & synchronisation HW / can be fixed with the budget for prototypes
RELATED TOOLS SW release planning + + ext low / low start of phase review not planned
but what to stop? be careful with the
what can we stop / not Review the activities in motivation - do not
do our groups in detail and introduce it as a police
THE REST time is too short + + int / ext low / medium check priorities job
TRAINING & problem collection and
KNOWLEDGE redistribution not
MANAGEMENT working o + int medium / medium
size of the team must fit
with the size of the focus on tasks instead of
ORGANISATION projects + + int low / medium resources
 more senior SWPLs as install more SWQEs
a help for difficult need for an additional
ORGANISATION projects + + int medium / high expat in TSR!
create a good
combination of PL and
ORGANISATION SWPL + + int / ext medium / medium
see "what can be
ORGANISATION discipline how to get it? + + int see above stopped"
we discuss something
new with the customer customer tend more and
ATTITUDE & WAY OF instead of using high / high more to pass the
WORKING something known + + int / ext (but we MUST do it!) responsibility to us
ATTITUDE & WAY OF reuse not done / reuse
WORKING of unstable solutions + + int see above
we do not play a
ATTITUDE & WAY OF proactive role proposing
WORKING solutions + + int see above

make sure that

everybody is pulling in
the same direction
keep a consistent track
in the tasks and
priorities
demonstrate the way
into the future despite
problems now
concrete actions:
communicate the results
of this WS to the SW
community
start ONE "advanced"
ATTITUDE & WAY OF keep / increase it is urgent but needs subject to prepare the
WORKING motivation + + int / ext time and is difficult future
stop / reduce
subsequent transfer of
responsibility for review plans for
ATTITUDE & WAY OF subjects between transfers (e.g. to TSR)
WORKING persons / locations + + int low / low for all activities
ATTITUDE & WAY OF change of priorities stay
WORKING with decisions taken + o int low / maybe high

make sure that there is

enough time to teach the
people using the
standards
define a proceeding how
accept given standards to introduce necessary
(e.g. BSW interface,...) changes to the standard
ATTITUDE & WAY OF but also give answers to provide library & required for introduction
WORKING requests + + int medium / medium services of architectures
 prepare a list of
equipment
missing equipment / not problem for equipment
TOOLS & METHODS appropriate + + int low / low when outsourcing?!

include a note in the

DCM transfer about the
right configuration (HW,
test bench, emulator
setting)
maybe we can reduce
the need for test
environment by using
some simulator maybe the problem is
test bench environment include this point in the deeper:
TOOLS & METHODS set up + + int / ext medium / medium start of phase review lack of motivation
planning?
do periodic exchanges
are we managing DCM
CM coordination for transfers correctly?
TOOLS & METHODS distributed environment + + int see above Daily build strategy?
TRAINING &
KNOWLEDGE continuus usage / low / low
MANAGEMENT missing training + (in some respects) + int high / high ongoing / started

improvement on the tool

side but also on the
planning needed
problem is the
coordination, not the
technical stuff
available solutions are
not really used /
continuus DCM transfer communicated,… - use
TOOLS & METHODS too slow + (see above) + int medium / medium what exists

technical project training / building

SW ARCHITECTURE & management / also on + (some first results at awareness start something on tire
DESIGN the system side missing least) + int / ext medium / medium - high good practice guard
PROJECT decide on using one of
MANAGEMENT & distributed development the existing tools
RELATED TOOLS control & tracking +? + int medium / medium consistently

include proposal for SW

team in quotation sheet
force introduction of
global VKT meeting
make management
PROJECT aware of considering
MANAGEMENT & resource planning during resource situation and
RELATED TOOLS acquisitions +? + ext low / low team proposal
PROCESS no test at all? ++ --
 how to detect?
Start of phase review
could help
summarize
redundancies after
activity review with our
teams
include this subject in
our phone conference
review and update the
function list (general and
per project)
participate in the start of
PROJECT phase / end of phase
MANAGEMENT & reviews
RELATED TOOLS double work? ++ ++ int / ext low / medium distribute the reports
define what can be
outsourced?
Outsourcing: can we Reactivate Beeston?
outsource complete What will be the
THE REST projects? ++ ? Strategy to be clear! int medium / medium - high outsourcig strategy?

often the baseline is

unclear - how can we
define it?
Give dates?
push the established change the way: we
process need some bad guys.
review the change Apply the strategy of our
management in the start customers
PROJECT of phase review / check update of the start of
MANAGEMENT & change management in the ond of phase mix of responsibility: phase review
RELATED TOOLS (allover!) ++ (to be strict!) ++ int / ext low / high? review technical & financial questionnaire
new process models:
extreme programming,
incremental process,...
PROCESS more appropriate? o ? int

how to deal with

prototypes rapid
prototyping separate
prototyping from
development through ext
away the prototype! How (try to sell it separately)
PROCESS to do it?? How to sell it? o + int
metrics / efficiency + (the actions taken
PROCESS measurement missing o based on the metrics) int
 too many tools for
planning & tracking
(MSP; WPs; ASCOM;
PROJECT Continuus; SAP; ....)
MANAGEMENT & Hourly writing (KSSE,
RELATED TOOLS hour tracking,....) o + ext
work package template
PROJECT improvement
MANAGEMENT & automatisation for
RELATED TOOLS planning & tracking o + int
effort estimations are
PROJECT always too optimistic
MANAGEMENT & (i.e. based on only
RELATED TOOLS experienced engineers) o o int
PROJECT
MANAGEMENT & risk management
RELATED TOOLS missing o + int

additional SW tasks are

not considered:
CANAPE, EMC test SW,
PROJECT EOL, flash
MANAGEMENT & reprogramming, S4
RELATED TOOLS subjects,.... o o int / ext
PROJECT
MANAGEMENT & are the workpackages
RELATED TOOLS too small? o o int
work environment too
THE REST loud, space,... o o
TRAINING &
KNOWLEDGE loss of technical
MANAGEMENT competence o + int
TRAINING &
KNOWLEDGE experts missing CAN,
MANAGEMENT tools, ... o + int
TRAINING &
KNOWLEDGE
MANAGEMENT untrained developers o + int
SW ARCHITECTURE & clear standard for SW
DESIGN design missing o + int
clear focus of
responsibility for each
ORGANISATION location o + int
HW deliveries to TSR
ORGANISATION (shipping) o o ext
separation of generic &
project specific
ORGANISATION development o + int
do we need a central
ORGANISATION validation group? o + int / ext
 do we need a reverse
ORGANISATION engineering activity? o + int
question of critical mass
of the generic functions:
are the functions not too
ORGANISATION small o + int
test & validation strategy
TOOLS & METHODS needed o + int
improve methodology &
TOOLS & METHODS tool support o + int
continuus too heavy
TOOLS & METHODS (release takes too long) o + int
apply the Hyundai PIC
approach to other
PROCESS projects o (+ for new) + ext
o (but anyhow we have
ORGANISATION stop growing in TSR to stop) + int
no tasks to TSR but o (but has to be started
ORGANISATION projects now!) + int
bring more technicaly
knowledgable people to o (but needs to be
ORGANISATION TSR started!) ++ int
minimum process o (location / project o (location / project
PROCESS requirements dependant!) dependant!) int
not enough PR of SW to
the outside nobody
knows how we are
THE REST working o (maybe yes?) + ext
o (stop the individual o (but better product
activities and quality); indirect effect
TOOLS & METHODS test automatisation concentrate) only int / ext
define product
architecture and
SW ARCHITECTURE & interfaces instead of
DESIGN detailed design o (yes for new projects) + int / ext
PROCESS PROCESS
PROJECT PROJECT
MANAGEMENT & MANAGEMENT &
RELATED TOOLS RELATED TOOLS
PROJECT
MANAGEMENT &
RELATED TOOLS time schedule too tight
THE REST THE REST
TRAINING & TRAINING &
KNOWLEDGE KNOWLEDGE
MANAGEMENT MANAGEMENT
SW ARCHITECTURE & SW ARCHITECTURE &
DESIGN DESIGN
ORGANISATION ORGANISATION
ATTITUDE & WAY OF ATTITUDE & WAY OF
WORKING WORKING
TOOLS & METHODS TOOLS & METHODS