The SOQRATES working group as an innovation task force of Tier 1 and OEMs have elaborated in the last 13 years experiences about combining ASPICE assessments with ISO 26262 functional safety audits and assessments. In a recent update in 2024 the working group mapped now all ISO 26262 objectives from parts 2,3,4,5,6,8,9 of the ISO 26262 to the different ASPICE practices. This work was then also integrated into the assessment portal Capability Adviser and used in assessments. This paper describes this newest mapping and also outlines more exactly where ASPICE and functional safety are overlapping and which level of detail or parts an ASPI E assessment would not cover and an additional safety assessment report is required.

Abstract Cybersecurity has become one of the most crucial challenges in the automotive development lifecycle. The upcoming ISO/SAE 21434 standard provides only a generic framework that is insufficient to derive concrete design methods. This article proposes an actionable cybersecurity development lifecycle model that provides concrete action and work product guidance aligned with the ISO/SAE 21434 and Automotive SPICE® extension for cybersecurity. The model has been inspired by action research in “next” industry practice pilot projects, which ensures that it is actionable. It has been augmented by insights gained from literature research in cybersecurity development for embedded systems. The proposed lifecycle model complements the ISO/SAE 21434 standard and provides the basis for the company‐specific process and practice specifications. It has been validated through the integration of cybersecurity‐related aspects in an electric power steering system. A core characteristic of the model is the central role of threat modeling, vulnerability analyses, and cybersecurity requirements derivation on both system and subsystem levels. Without concrete practice guidelines, the ISO/SAE 21434 is very difficult to understand and apply at this stage. This contribution aims to fill this gap through a model inspired by cutting‐edge embedded cybersecurity practices interpreted for the current and near‐future automotive electronic architectures.

Abstract The maturity of teams is related to the specific solutions they are building and maintaining. Every team needs generic skills and capabilities for successful teamwork. However, depending on the used technology, particular skills and qualifications are required to form a mature team to handle the solution‐related products and services adequately. Especially in agile organizations, autonomous teams have the responsibility for their solutions and their team development. To foster transparency and structured team development, the Technical Team Maturity (TTM) approach is presented. The TTM approach shapes and models specific technologies, for example, cloud technology demands about team skills and capabilities to form a reliable delivery team. The approach is divided into a technology‐specific profile and an evaluation model to support active usage in teams. The profile focuses on abstract and generic technology aspects. The evaluation model validates against the profile with a state‐of‐the‐art focus about the technology application to determine the maturity. The different maturity levels are mapped to belts—as a gamification aspect to foster continuous improvement in the teams with this benchmark. TTM is evaluated in the enterprise context of Volkswagen AG and Volkswagen Financial Services AG. It provides insights into the effectiveness of this approach in heterogeneous multiteam settings and its strengths, weaknesses, and limitations.

Background: Industrial Product-Service Systems (IPSS) denote a service-oriented way of providing access to cyber-physical systems' (CPS) capabilities. The design of such systems bears high risk due to uncertainty in requirements related to service function and behavior, operation environments, and evolving customer needs. Such risks and uncertainties are well known in the IT sector, where DevOps principles ensure continuous system improvement through reliable and frequent delivery processes. A modular and service-oriented system architecture complements these processes to facilitate IT system adaptation and evolution.

Abstract The maturity of organisations is measured using process assessment models like the International Organization for Standardization (ISO)/IEC 33001. Product quality is refined with internal and external product quality characteristics based on models like the ISO/IEC 25010. With the shift from the Tailorism‐driven process orientation to a more people‐centric organization, the process and product quality dimensions have to be extended by the teamwork quality (TWQ) dimension. For the sake of systematic organization development, this new third quality dimension needs to be integrated into existing quality frameworks to achieve a holistic quality approach. This article introduces agile TWQ as the method of choice. It explains its design, implementation and evaluation in the large enterprise context of the Volkswagen AG. It provides insights into the effectivity of this approach in heterogeneous multi‐team settings, as well as into its strengths, weaknesses, and limitations.

Organizations are looking for ways of establishing agile and lean delivery processes.In this paper, we propose a particular way which based on self-service kits (SSK's).The SSK approach can be used to share expert knowledge in an agile and scalable way to the teams by offering them approaches, methods and tools with background information about the addressed topic.An SSK is provided as a digital bundle of artifacts that help solving an issue related to agile teams.Built upon the pullprinciple, it supports team autonomy during teams' delivery procedures.An SSK addresses generic as well as domain specific topics.As all SSK's share a common structured approach to supporting an agile organization, they help systematically scaling expert knowledge.This leverages establishing best practices elaborated by experts in a large scale organization in a native agile manner.As an SSK is structured as a "how-to" guide including templates for learning by doing, it helps emphasizing quality aspects too.We demonstrate an example of the systematic application of the SSK approach as well as its scaling in the Volkswagen Group IT. T Scaling agile on large enterprise level with self-service kitsto support autonomous teams

In an industrial context, high software quality is mandatory in order to avoid costly patching. We present a state of the art analysis of approaches to ensure that a specific Artificial Intelligence (AI) model is ready for release. We analyze the requirements a Machine Learning (ML) system has to fulfill in order to comply with the needs of an automotive OEM. The main implication for projects relying on ML is a holistic assessment of possible quality risks. These risks may stem from implemented ML models and spread into the delivery. We present a methodological quality assurance (QA) approach and its evaluation.

Systematic requirements elicitation leads to higher quality products and reduces product risks. In Quality Engineering and Management, product risk mitigation is a key objective. Especially for new products, risk identification is a creative action. In this paper, we present a quality domain-specific design thinking approach to product risk identification and subsequent quality requirements elicitation. The approach systematically guides product teams within four steps in identifying their product-specific quality requirements and associated risks using ideation methods. Implemented in the form of an open self-service kit for teams, it has been designed for scaling in large enterprises. We validate our approach in a large global automotive OEM environment including automotive mobile online services and products, financial services, as well as IT systems development. The key outcome of the work is a design thinking based requirements elicitation method for product quality risks, as well as an implementation in the form of a self-service kit.

Organizations are looking for ways of establishing agile and lean process for delivery.Many approaches exist in the form of frameworks, methods and tools to setup an individual composition for a best fit.The challenge is that large organizations are heterogeneous and diverse, and hence there is no "one size fits all" approach.To facilitate a systematic implementation of agile and lean, this article proposes a transition kit based on abstraction.This kit scouts and bundles state of the art methods and tools from the agile and lean community to align them with governance and compliance aspects of the specific enterprise.Coaching of the application of the transition kit ensures an adequate instantiation.The instantiation handles business domain specific aspects and standards.A coaching governance ensures continuous improvement.An example of the systematic application of the transition approach as well as its scaling is demonstrated through its application in the Volkswagen Group IT.Scaling agile on large enterprise level -systematic bundling and application of state of the art approaches for lasting agile transitions

SUMMARY Innovative product development is highly dependent on new product ideas and product information. This especially applies to companies that obtain their competitive advantages by technological lead like the automotive supplier industry. Innovation management in these industries has to focus on an efficient idea generation, implementation and capitalisation, and on technology tracking. This paper gives an insight into the industry‐sector‐specific characteristics of innovation management within the automotive supplier industry, and outlines a basic scheme of an innovation management system that aims at improving the existing innovation management at the automotive supplier Kolbenschmidt Pierburg AG. Copyright © 2011 John Wiley & Sons, Ltd.

SUMMARY Collaboration skills have become an incontestable necessity for professionals in engineering teams. Engineering teams are becoming more and more interdisciplinary and distributed, products and the environments they are created, used and recycled in are increasingly complex. Design engineers, system architects as well as requirements engineers and managers have to be able to understand the product and its whole lifecycle in order to be able to respect the constraints and requirements that are imposed on the product by different actors. Many of these skills have to be developed and improved in the course of a professional career rather than in initial education. This paper gives insight into the development of one component of a consistent qualification and certification scheme, which is in its entirety particularly targeted at Integrated Design Engineers in various industrial sectors. Copyright © 2010 John Wiley & Sons, Ltd.