The complexity of software development within the client group is increasing and puts greater demands on the software development capabilities. The R&D and software development is today done brand-by-brand, with limited collaboration. From a group-perspective, this causes “redundant” work, with interchangeable components being developed in parallel.
The customer has generally worked with a waterfall-approach to R&D and software development, causing longer, less flexible, development lifecycles. In accordance with the One company principle, a group-wide R&D function is being established and requires a unified approach to software development. The complexity of software development within the client group is increasing and puts greater demands on the software development capabilities. The R&D and software development is today done brand-by-brand, with limited collaboration. From a group-perspective, this causes “redundant” work, with interchangeable components being developed in parallel.
To begin with, it was important to create a common understanding of the competitive challenges within the industry and create a sense of urgency. This would help enable a mindset suitable for reaching the desired state together. Ultimately, the objective was to build a foundation which enables the client group’s brands to collaborate within software development as a group, efficiently and effectively via a standardized way of working. This was necessary to develop the desired state of R&D and software development across the entire group.
Drawing on our experience with software development processes and architecture principles, together with the client, we created a Software Development Manifesto for all engineers, developers and leaders within client Group R&D function. The Manifesto contained a defined set of principles to enable a common language and way of working suitable for future needs and the changing competitive landscape, including a connected loop approach to software development for faster delivery cycles.
The sucessful outcome required managing varying and conflicting interests from the different group brands regarding the software development principles and processes. Ultimately, a desired future state and direction for the group’s R&D and software development organization was developed.
