How Configuration Management is the glue between Model-Based Systems Engineering, Product Line Engineering, and Agile teams.

Co-Authors:  Florian Böhme, Jean-Hervé Poisson, Lucas Heckmann, Badia Dandana, & Chris Seiler

This is the third article in the CM+Agile series. This time we highlight how Configuration Management is the glue between Model-Based Systems Engineering, Product Line Engineering, and Agile teams.

Introduction

In today’s ever-evolving engineering landscape, the pace of change is not just constant; it’s accelerating. We observe fast transformation programs, more palpable than ever before in organizations. This is for the most triggered by the increasing complexity of products and a significant shift from primarily physical products to products adding a substantial share of software. The number of variants resulting from continuous updates is skyrocketing. At the same time, products are now part of digital ecosystems. Over-the-air updates (OTA) lead to unforeseen configurations and updates may fail and/or render the products immobilized – and lead to customer dissatisfaction.

This article aims to explore how these changes impact traditional hardware-centric thinking, relying on new key concepts such as Model-Based Systems Engineering (MBSE), Agile, and Product Line Engineering (PLE), and illustrates how configuration management must evolve to play a pivotal role in the new ecosystems.

Product Line Engineering: Managing Complexity

Product Line Engineering (PLE) manages product diversity and variation within a product family, maintaining consistency while minimizing redundancy. While implementing feature-based product line management initially demands effort and costs, its benefits, particularly for highly variable products, are substantial.

Implementing PLE requires mature configuration management to handle the diversity of products. It’s crucial to track which features are included in each product variant and manage the dependencies and compatibility between different components. It typically involves cross-functional teams that contribute different perspectives and expertise. 

PLE not only decreases costs but also boosts profits. The crucial factor lies in finding a balance between fulfilling individual customer needs and managing complexity effectively. For more information, you can dive into ISO/IEC 26580, which is a specialization of the broader reference model for the development and management of software and systems described in ISO/IEC 26550.

Model-Based Systems Engineering: Bridging the Gap

Model-Based Systems Engineering (MBSE) is transforming the landscape of engineering projects, not only for traceability as demanded by evolving regulations.

The core strength of MBSE lies in its ability to comprehensively reuse studies from whole existing systems in new contexts, for new products. This advantage is amplified with the increasing share of digital components. In contrast with physical components, digital elements can be reused more easily and with limited adaptation cost. Such efficiency not only makes the development process more streamlined but also supports the transition towards digital platforms.

Furthermore, MBSE is pivotal in boosting the connectivity and interoperability of systems, a focus that traditional engineering methods often overlook. As systems become increasingly digitized, the task of ensuring their connectivity and interoperability becomes much simpler. However, this seamless integration necessitates a unified language for the description of functional and logical architectures and the management of requirements across all levels, from customer needs to individual components. 

MBSE provides this language, acting as a bridge, connecting the dots for all stakeholders between requirements, design, and crucially, simulation. It establishes a unified source of truth throughout the development cycle, reducing miscommunication and enhancing alignment with initial requirements

Collaboration and PLE (product diversity)

Navigating the intricate balance required for agile responses to change involves embracing diversity in product variants and adopting Model-Based Systems Engineering (MBSE). Configuration Management plays a pivotal role by connecting the dots, offering clarity, and enabling collaboration among diverse teams. The collaboration axis extends further into the supply chain, as the supply chain impacts your ability to be agile and respond to change. Shooting every change as a single change in the supply chain can cause disturbances and increases the risk of quality escapes or delays.

Efficiently bundling changes based on the supply chain’s capability to absorb these changes allows for a cadence that brings balance and the ability to respond in an agile way to urgent changes. After all, agile is not about speed but about the ability to change direction when needed.

Collaboration and Time Dimension

Agile methodologies become the driving force for collaboration among diverse teams, fostering innovation and a shift towards customer-centricity. Configuration Management supports the handling of the time dimension and ensures consistency across phases of development. It helps oversee versions, changes, and maintains the digital thread, facilitating a seamless integration of diverse teams, domains, and methodologies.

Collaboration in Action

Auto manufacturers like Mercedes Benz are collaborating within strategic alliances, such as SofDcar, to innovate, standardize, and create advanced product development methodologies and data models. These initiatives aim to integrate various disciplines into innovative concepts like Typebased Product Line Engineering (TPLE).

TPLE is a fusion of product line engineering and object-oriented concepts from the software development world, combined with systems engineering principles. It takes into consideration the inherent diversity of product variants within product portfolios, especially in the premium realm.

At the heart of TPLE lies the central knowledge graph data model. This model holistically maps both the problem space and the solution space of Mercedes’ product development, forming the foundation for comprehensive configuration management across all relevant aspects of product documentation.

By combining TPLE with the Agile Manifesto’s principles, you can create a more adaptive, customer-focused, and efficient product development process, ultimately leading to better outcomes for your organization and its customers.

TPLE also already includes Configuration Management capabilities to orchestrate the temporal dimension:

• Change Management: Every TPLE data element is assigned a version and release status.

• Baselining and Release Management: Provides baselining and release management for each concept library separately.

For a deeper understanding, delve into Introducing TPLE authored by Chris Seiler.

Configuration Management connects the dots

In the dynamic landscape of product development, a harmonious blend of MBSE, PLE, and Collaboration is essential for achieving true agility. This is where Configuration Management (CM) emerges as a linchpin, seamlessly weaving the MBSE, PLE, and Collaboration axes.

Where MBSE gives language to PLE, CM provides the glue that allows for cross-functional collaboration. Configuration Management identifies and connects the dots, ensuring a seamless flow of information throughout the organization. There is no agile without CM done right. If you cannot identify a variant or find its dependencies, it is not possible to be agile as you will be in a constant state of corrective actions. Planning the configuration of a variant is essential for driving cross-functional collaboration to work on the right things. More CM and less human glue.